Please use this identifier to cite or link to this item: http://hdl.handle.net/1893/22563
Appears in Collections:Management, Work and Organisation Journal Articles
Peer Review Status: Refereed
Title: Goal conflict and well-being: A review and hierarchical model of goal conflict, ambivalence, self-discrepancy and self-concordance
Authors: Kelly, Rebecca E
Mansell, Warren
Wood, Alex M
Contact Email: alex.wood@stir.ac.uk
Keywords: Goal conflict
Ambivalence
Self-discrepancy
Self-concordance
Hierarchical
Well-being
Issue Date: Oct-2015
Publisher: Elsevier
Citation: Kelly RE, Mansell W & Wood AM (2015) Goal conflict and well-being: A review and hierarchical model of goal conflict, ambivalence, self-discrepancy and self-concordance, Personality and Individual Differences, 85, pp. 212-229.
Abstract: his paper reviews empirical evidence for associations between goal conflict, ambivalence, self-discrepancy, self-concordance and well-being. The research indicates that goal conflict, ambivalence and discrepancy impede well-being, whilst concordance promotes well-being. The evidence was strongest for ambivalence, self-discrepancy, and self-concordance, and weakest for goal conflict. A hierarchical conceptualisation of the four related constructs is presented. Goal conflict, ambivalence, and self-discrepancy may occur at different levels within a goal hierarchy, which ranges from abstract, high level goals to low-level, concrete goals. Self-concordance is conceptualised as a property of the goal hierarchy, where goals are un-conflicted and facilitate intrinsic motivations and needs. Conflict at multiple or higher levels in the hierarchy may pose greaterproblemsfor well-being.
Type: Journal Article
URI: http://hdl.handle.net/1893/22563
DOI Link: http://dx.doi.org/10.1016/j.paid.2015.05.011
Rights: The publisher does not allow this work to be made publicly available in this Repository. Please use the Request a Copy feature at the foot of the Repository record to request a copy directly from the author. You can only request a copy if you wish to use this work for your own research or private study.
Affiliation: King's College London
University of Manchester
Management Work and Organisation

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