Understanding role conflict and role ambiguity of school principals in Nepal

In the context of developed countries, a lot of research has been done to uncover and identify the problems school leaders face in their work but little is known about the school leadership of underdeveloped countries. In a quest to discover contextual problems in terms of role conflict and role ambiguity of school leaders, this qualitative study tries to capture the experiences of principals in Nepal through in-depth interviews of six community school principals. The findings reveal that the major sources of role conflict and ambiguity for principals from Nepal are problematic power-sharing, low job autonomy, dual role conflict, limited professional development training, and lack of leadership knowledge. The study has several policy-level implications such as importance of hiring principals with proven leadership skills and increasing the leadership skills of current principals to ensure that they can tackle these challenges.

Relationship Between Conflict and Deviant Workplace Behavior in Family Business

While family businesses are struggling with all the problems of any other business on one hand, they are also struggling to deal with problems arising from family dynamics on the other hand. The main challenge for the establishment and prevention of conflict, and organizational deviant behavior in these enterprises is the difficulty to separate family and business subsystems that are intertwined with each other without damaging them. This study focuses on organizational deviant behavior arising from probable negative relationship emotions after role ambiguity and conflict of family members in a family business. Furthermore, family effect (altruism) is also defined, which is another aspect affecting deviant behavior. Followed with the general concept of organizational deviations and conflicts and types of conflicts in family business, the last part covers deviation behavior reasons stemming from role conflict, role ambiguity, family altruism, and relationship conflict. The relationship between all these concepts are discussed with a conceptual literature review.

PENGARUH KONFLIK PERAN GANDA (WORK FAMILY CONFLICT) AMBIGUITAS PERAN DAN STRES KERJA TERHADAP KINERJA STAF KARYAWATI (Studi pada Universitas Nahdlatul Ulama Surabaya)

This study deals with how the influence of dual role conflict, role ambiguity and job stress on the performance of female employees at Nahdlatul Ulama University Surabaya. The purpose of this study was to determine the effect of multiple role conflict, role ambiguity and job stress on employee performance. Respondents in this study were 82 employees of Naahdlatul Ulama University Surabaya. The data collection method used is using a questionnaire. This study uses dual role conflict as an independent variable, role ambiguity as an independent variable, job stress as an independent variable and employee staff performance as the dependent variable. The sampling technique used in this research is probability sampling method. The analysis used is the classical assumption test, validation test, reliability test, multiple linear regression analysis, hypothesis testing, coefficient of determination. This study shows that there is a significant effect of dual role conflict on the performance of female employees and, a significant effect of role ambiguity on the performance of female employees and, a significant effect of job stress on the performance of female employees.

An Investigation of Turkish Academics' Job Satisfaction, Role Stress and Intention to Leave

Like any other professional group, academic staff always faces various problems and difficulties while performing their duties. Revealing academics' current problems to solve them and ensuring that they are able to work efficiently and peacefully requires extensive research. Therefore, this study investigated the problems of academic staff working at Turkish universities and aimed to determine the current levels of job satisfaction, intention to leave, and role stress formed by role ambiguity and role conflict. The study also aimed to find out whether job satisfaction, role stress, and intention to leave differ according to academics' demographic characteristics. The gender, age, marital status, number of children, academic title, academic seniority, seniority at the university, type of university, field of study, department, administrative role, conducting academic studies abroad, teaching at different universities, average number of weekly courses in the last 3 years, and number of publications in the last 3 years were the demographic variables investigated in the study. The research was conducted on 3578 academics across Turkey. The results showed that academics' level of job satisfaction and role conflicts were moderate, their level of role ambiguity and intention to leave were low, and their level of role stress was low to moderate. It was also found that job satisfaction, role stress, and the intention to leave differed by some demographic variables.

Crisis Governance, Emergency Management, and the Digital Revolution

Digital technologies have fundamentally altered emergency and crisis management work through increased potential for role ambiguity, role conflict, distraction, and overload. Multilevel approaches to improve congruence between crisis managers and their environments have the potential to reduce cognitive and organizational barriers and improve decision making. The future of crisis management lies in reducing the misalignment between personal, proximal, and distal environmental conditions.

Leader Tolerance of Ambiguity: Implications for Follower Performance Outcomes in High and Low Ambiguous Work Situations

Individuals high in tolerance of ambiguity (TOA) are comfortable with, desire, and strive to manage ambiguous situations. We predicted leader TOA would be associated with better follower performance outcomes, depending on the level (Study 1) and nature (Study 2) of follower role ambiguity. Data were collected from employees (Study 1, n = 423) and managerial employees (Study 2, n = 326) who rated their leader on three facets of TOA and provided self-reports of their own performance outcomes. Positive implications of leader TOA for follower learning goal orientation and job performance (Study 1) were most pronounced when followers perceived low role ambiguity and, in the prediction of situational coping (Study 2), when ambiguous work situations were categorized as challenges (unexpected events requiring problem-solving) compared to hindrances. Findings have theoretical implications for understanding when TOA in leaders is optimal and have practical relevance for leaders seeking to adapt to the situational needs of their followers.

Occupational Self-Efficacy as a Mediator in the Reciprocal Relationship between Job Demands and Mental Health Complaints: A Three-Wave Investigation

The most recent version of the job demands-resources (JD–R) theory proposes that demanding working conditions and employee strain form a self-perpetuating loss cycle. By acknowledging that such cycles are detrimental for both employees and organizations, the present study aimed to contribute to enhancing the current scarce understanding regarding their explanatory mechanisms. For this purpose, it applied social cognitive theory to propose that occupational self-efficacy mediates the effects of two role stressors (i.e., role ambiguity and role conflict) on employee mental health complaints and vice versa. The hypothesized reciprocal mediation effects were tested using a three-wave full panel research design and a dataset of 917 (NT1 = 513, NT1+T2 = 122, NT1+T3 = 70, NT1+T2+T3 = 212) Croatian employees working in heterogeneous private sector industries. The results demonstrated that role conflict, but not role ambiguity, undermined employees’ beliefs in their capabilities to successfully master their jobs which, in turn, led them to experience more mental health complaints over time. Contrary to expectations, poor mental health did not lead to diminished efficacy beliefs nor, in turn, more job demands over time. Overall, the results of this study demonstrated an additional mechanism in the job demands-strain relationship and, at the same time, shed new light on the role of personal resources within the JD–R theory. Accounting for the malleable nature of employee efficacy beliefs, the study proposes several ways in which organizations can enhance occupational self-efficacy and thereby curb the causal chain linking job demands and employee strain reactions.