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Role Conflict and Ambiguity in Complex Organizations

John R. Rizzo, Robert J. House and Sidney I. Lirtzman
Administrative Science Quarterly
Vol. 15, No. 2 (Jun., 1970), pp. 150-163
DOI: 10.2307/2391486
Stable URL: http://www.jstor.org/stable/2391486
Page Count: 14
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Since scans are not currently available to screen readers, please contact JSTOR User Support for access. We'll provide a PDF copy for your screen reader.
Role Conflict and Ambiguity in Complex Organizations
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Abstract

The literature indicates that dysfunctional individual and organizational consequences result from the existence of role conflict and role ambiguity in complex organizations. Yet, systematic measurement and empirical testing of these role constructs is lacking. This study describes the development and testing of questionnaire measures of role conflict and ambiguity. Analyses of responses of managers show these two constructs to be factorially identifiable and independent. Derived measures of role conflict and ambiguity tend to correlate in two samples in expected directions with measures of organizational and managerial practices and leader behavior, and with member satisfaction, anxiety, and propensity to leave the organization.

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