Julio-Diciembre 2023

Vol. 13 No. 2

Interacción y Perspectiva. Revista de Trabajo Social Vol. 13 N

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Interacción y Perspectiva Dep. Legal pp 201002Z43506

Revista de Trabajo Social ISSN 2244-808X

Vol. 13 N

Julio-diciembre

ARTÍCULO DE INVESTIGACIÓN

Disonancia cognitiva en la psicología de la producción del discurso profesional

de los gerentes /DOI: 10.5281/zenodo.7812192

Оlena Vlasenko*, Valentyna Korolchuk**, Serhii Myronets***, Sergii Boltivets****,

Ulyana Mykhaylyshyn*****

Resumen

El artículo determina que una de las principales habilidades para convertirse en

gerente como especialista es el dominio del discurso profesional. Asegura el desarrollo

de la cooperación y el entendimiento mutuo entre colegas, socios, gerentes y

subordinados. El discurso profesional es una herramienta obligatoria para un gerente a

la hora de administrar trabajadores y establecer relaciones comerciales. El discurso

profesional determina el uso de términos profesionales que corresponden a las

especificidades de la actividad gerencial y las particularidades de la industria de la

gestión. La investigación realizada averiguó el grado de uso de los términos

profesionales en el discurso profesional a partir de la posición de cada rol

desempeñado por cada grupo de directivos (nivel superior, medio, inferior) en el

proceso de desempeño de sus funciones oficiales. Se descubrió la relación entre el

grado de uso de términos profesionales en comunicación y el nivel de gestión al que

pertenece el encuestado. Reveló una disonancia entre el uso de términos profesionales

y su percepción. El análisis mostró que cuanto más bajo es el nivel de gestión, más

negativamente los gerentes perciben los términos profesionales en el discurso

profesional. Al mismo tiempo, el nivel de uso de términos profesionales es muy alto en

todos los grupos de directivos. Uno manifestó su insatisfacción con el nivel de

habilidades profesionales del habla adquiridas en las instituciones de educación

superior. Por lo tanto, los futuros gerentes deben dominar las habilidades profesionales

del habla en una institución de educación superior.

Palabras clave: discurso profesional, gerente, disonancia cognitiva, términos

profesionales, habilidades del habla profesional.

Recibido: 19/01/2023 Aceptado:15/03/2023

* International European University, Ukraine. E-mail: vlasenkoolena@ieu.edu.ua ; ORCID ID 0000-0002-

1011-1965

** State University of Trade and Eonomics, Ukraine. E-mail: niagaravv@ukr.net ORCID ID 0000-0002-

7981-9494

Vlasenko, Korolchuk et al / Disonancia cognitiva en la psicología de la producción del discurso profesional de

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204

*** State University of Trade and Economics, Ukraine. Email: s.myronets@knute.edu.ua ORCID ID 0000-

0002-9185-3206

**** State Institute of Family and Youth Policy of Ukraine,Ukraine. E-mail: boltivetssergij@i.ua . ORCID ID

0000-0003-4432-5272

***** Uzhgorod National University, Ukraine. E-mail: myb69@ukr.net ORCID ID 0000-0002-0225-8115

Abstract

Cognitive dissonance in the psychology of managers

professional speech

The article determines that one of the main skills of becoming a manager as a

specialist is the mastery of professional speech. It ensures the development of

cooperation and mutual understanding between colleagues, partners, managers and

subordinates. Professional speech is a mandatory tool for a manager when managing

workers and establishing business relationships. Professional speech determines the

use of professional terms that correspond to the specifics of managerial activity and

the particularities of the management industry. It discovered the relationship between

the degree of the use of professional terms in communication and the level of

management to which the respondent belongs. One revealed a dissonance between

the use of professional terms and their perception. The analysis showed that the lower

the level of management, the more negatively managers perceive professional terms

in professional speech. At the same time, the level of the use of professional terms is

very high in all groups of managers. One subject revealed dissatisfaction with the level

of professional speech skills acquired at higher education institutions. Therefore, future

managers should master professional speech skills at a higher education institution.

Key words: professional speech, manager, cognitive dissonance, professional terms,

professional speech skills.

1.- Introduction

Professional communication takes place between representatives of a certain

professional community. It allows them to easily understand a received professional

message and all aspects of the activity inherent in this particular field of specialization.

Professional speech as one of the tools of professional competence is of

particular interest. It is this tool that formalizes the information intended to be

conveyed by interlocutors during professional speech into speech patterns and written

symbols.

Therefore, one of the main skills of becoming a manager is mastering

professional speech. It ensures the development of cooperation and mutual

understanding between colleagues, partners, managers and subordinates. Professional

speech is a mandatory tool of a manager when managing workers and establishing

professional communication.

The formation of a manager as a specialist is based on his/her psychological

and personal qualities and the mastery of professional skills. One of these skills is

professional speech. Professional speech of managers requires the acquisition of

professional knowledge and skills in accordance with the chosen specialization, in other

words, it requires the acquisition of professional speech competence.

The study of the psychological aspect of producing professional speech will

allow finding out the particularities of the manager's provision and perception of

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professional information in Ukraine from the perspective of thinking, feelings, and the

ability of the individual.

2.- Literature review

The relevance of the analysis of the psychology of producing professional

speech is argued by the focus of scientific papers that reveal: the essence of

professional speech (Haupt, 2016); features of professional speech (Komulainen, et

al., 2019), features of professional speech evaluation (Stratulat, Martina, Tretiak,

Hordiichuk, Boieva & Shvetsova, 2021), features of various types of professional

speech (Duijm, Schoonen & Hulstijn, 2018), the use of information technologies in

mastering professional speech (Zinchenko, Romanukha, Revutska, Cheverdak, 2020),

features of speech activity of certain types of managers’ activities (McAleavy, Rhisiart,

2019), features of strategies for various types of professional speech (Anthony &

Garner, 2016; Orwig, 2020; Vettorel, 2019).

Research by Kotter (1982) shows that most general managers spend 70% to

90% of their working time in communication with other people. Hunt (1999) believes

that about 80% of manager's working time is devoted to communication, but he uses

this time to listen. In the process of listening, one collects information and makes an

appropriate decision, or encourages other individuals to make a decision. Sidorenko's

research (2008, p. 44), "directors spend 60% to 64% of their working time on direct or

indirect communication." Large-scale studies by Porter and Noria (2018) on managing

manager's time showed that at the meeting, the manager spends about 72% of the

working time.

Particularities of the psychology of producing professional speech by managers

in Ukraine have not been studied before. This issue is particularly relevant because the

management profession is quite popular. In addition, this issue is gaining relevance

because of a large number of applicants studying this specialty at higher education

institutions of Ukraine. The analysis of this aspect of the manager's professional

activity will allow us to determine the place of this issue in the average activity of an

ordinary manager. Besides, it will provide an opportunity to focus on certain aspects of

the speech process. This, in turn, will make it possible to increase the level of

professional speech competence of the individual in the process of learning and in

further professional activities.

The purpose of the article is to conduct a study that will allow determining the

specific weight of working time spent by Ukrainian managers on professional speech,

the level of use and psychological perception of professional terms, and the need to

master professional speech skills by future managers at a higher education institution.

3.- Research methods

The research was conducted using the author's questionnaire. The questionnaire

contained only closed questions. Conducting the research was based on the

respondents' use of the reflection method allowing individuals to realize the motives of

their own actions, their condition, and evaluate their own actions.

Managers of different management levels and different economic branches of

Ukraine participated in the study. 232 people took part in the survey. The key criterion

for the selection of respondents, whose answers were taken for further processing, was

practical management experience of more than 1 year. This criterion is the main one

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because experience is the result of numerous interactions of an individual with the

environment, his/her cognitive response to the existing situation. Experience is gained

only by repeatedly performing certain actions. We defined experience as the main

criterion, as it is the primary source of individual's knowledge, and only employees who

have experience in a certain activity can analyze it. 176 managers met this criterion.

After the collection of primary information using the questionnaire, individual

information was transferred into aggregate using manual and machine processing

methods. The analysis of the received information was carried out using statistical

methods, which allows us to establish correlations of certain factors.

4.- Research results

As defined by Iacocca (1990, p. 68), "Management is nothing but setting

people to work. The only way to set people up for vigorous activity is to communicate

with them."

Avramenko, Yakovenko, Shiyka (2015, p. 5) believe, "Mastering the culture of

business communication contributes to the establishment and development of

cooperation and partnership relations between colleagues, managers and subordinates,

partners and competitors, largely determining their (relationship) effectiveness."

Professional speech is a necessary tool for managing an organization. According

to Tarasov (1973, p. 37), "The very fact that human behavior can be controlled using

language is a truism and requires neither extensive proof nor even demonstration of

examples."

Professional speech of managers is determined by the specifics of business

communication. As noted by Koltunova (2000, p. 5): "The specificity of business

communication is that the collision, interaction of economic interests and social

regulation is carried out within the legal framework".

According to Baeva (2001, p. 8, 9), "business communication is a type of

interpersonal communication aimed at achieving some objective agreement." She

notes that the main feature of business communication is that we "have to

communicate with those we need." In addition, "the specificity of business

communication leads to the opinion that it should be learned", "this is necessary for

successful business contact requiring the ability to interact with a partner: overcoming

barriers in communication, taking the necessary psychological position, reaching the

appropriate level of communication, etc."

At the same time, "the information transmitted must be accurate and clear... as

well as professionally correct." (Ilyin, 2017, p. 7)

Therefore, in professional speech, it is mandatory to use professional terms that

correspond to the specifics of managerial activity and the particularities of the

management industry.

According to Sidorenko's research (2008), on average, 34% of working time is

spent on a direct dialogue with people; about 12% of working time on phone

conversations; about 17% of working time on e-mail correspondence.

Large-scale studies by Porter and Noria (2018) on managing manager's time

showed that approximately half (47%) of the work of CEOs took place in the

company's office. The rest of their work took place while visiting other company

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locations, meeting with external entities, commuting, traveling and at home. At the

same time, 61% of time was spent on personal interaction; 15% accounted for

telephone negotiations and written correspondence; 24% of time was spent on

electronic communications. The analysis of interactions showed that one-on-one

meetings were the most common (on average, they accounted for 42% of managers'

meetings); they are followed by meetings with two to five participants (21%). The

analysis of the duration of business conversations showed that meetings up to 15

minutes account for 7% of all meetings, about 30 minutes - 23%; about 1 hour –

32%, 1–2 hours – 21%, 2–5 hours – 13%, more than 5 hours – 4%. The studies of

these and many other scientists confirm the need for a manager to master speech

skills and show that the acquisition of professional speech skills is a prerequisite for

becoming a professional manager.

Higher education in the chosen management field provides an opportunity to

gain knowledge and master the necessary skills for the best performance of one's

professional duties. The discovery of such prerequisites among the managers studied

led to the analysis of their level of education (see Table 1).

Table 1.

The highest level of education of respondents in the management field or

other field of education

The highest level

of education in

the management

field

Managers, work

experience of more than 1

year

Managers, work

experience less than 1

year

Quantity (n)

Higher (in

management)

Higher (in other

areas)

109

Professional and

technical

Overall average

Total

176

100

Source: Authors development

The research findings show that the largest part of the respondents who have

professional education in management are those who have less than 1 year of

experience as a manager (68%). Only 36% of the respondents with work experience of

more than 1 year received higher education in management. We believe that such a

difference in education is based on the fact that the majority of managers without

experience are young people who purposefully received higher education in this field,

and other respondents who have been working in the position for more than a year

have higher education in another field and gained management experience through

practice.

The analysis of the respondents, by the level of the position held (see Fig. 1),

shows that the majority of the respondents (56%) are lower level managers, managers

of the technical level of management (operational managers). This level of

management coordinates the work of direct operational executors and ensures day-to-

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208

day, standardized operations and activities necessary for the ongoing operation of the

organization.

Mid-level managers are one-third of all respondents (32%). This level includes

heads of a department or a large division. This level of management ensures the

coordination of the work of structural divisions of the organization and deals with the

development and implementation of the operational plans of the organization in

accordance with the decisions of top managers.

Fig. 1.

Distribution of respondents by the level of the position held

Source: Authors development

The third group of respondents (12%) are top-level managers of the

organization, namely: heads of the organization, presidents, members of supervisory

boards, etc. These managers are responsible for the definition of the mission and goals

of the organization in order to ensure a long-term development strategy and

adaptation to the factors of the external environment (Mikhno, Koval, Ternavskyi,

2020). The analysis of the amount of time a manager spends on professional speech

(see Table 2) shows that according to 35% of the respondents, they spend from 61%

to 80% of their working time on communication; 37% of the interviewed managers

spend from 41% to 60% of their working time on business communication; other

respondents (23%) spend less than 41% of their working time on business

communication. These data differ from previous studies by other scientists due to the

difference in the object of research. Our object of research includes managers of all

levels of management. Previous studies analyzed the performance of top-level

managers.

Upper level

managers

12%

Middle level

managers

32%

Lower level

managers

56%

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Table 2

Amount of working hours per day spent by the manager on professional

speech

Amount of time

Quantity (n)

Less than 20% of working

time

From 22% to 40% of

working time

From 41% to 60% of

working time

From 61% to 80% of

working time

More than 81% of working

time

Тotal

176

100

Source: Authors development

However, you can trace a certain trend if you rank these data according to the

criteria of the manager's belonging to a certain level of management (see Table 3).

The analysis of these data shows that with regard to top-level managers, the general

results of previous studies by other authors correspond to the results of our study.

Table 3.

Amount of working hours per day spent by managers at different

management levels on professional speech

Amount of

time

Lower level

managers

Middle level

managers

Upper level

managers

Quantity(n

)

Quantity

(n)

Quantity

(n)

Less than

20% of

working time

From 22%

to 40% of

working time

From 41%

to 60% of

working time

From 61%

to 80% of

working time

More than

81% of

working time

Total

100

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Source: Authors development

Almost one-third of senior managers (38%) spend more than 81% of their

working time on professional speech, and the rest (62%) spend between 61% and

80% of their working time on it.

The situation with mid-level managers is different. Most middle level managers

(66%), like top-level managers, spend 61% to 80% of their working time on

professional speech, and only one-third (34%) of respondents at this management

level spend 41% to 60% on it.

The analysis of managers at the lower management level shows completely

different results. Only 12% of the lower level managers spend 61% to 80% of their

working time on professional speech. The majority of respondents of this management

level (48%) spend 41% to 60% of their working time communicating on business

matters. More than one-third of managers (40%) spend less than 40% of their working

time on professional speech. This tendency is caused by the fact that managers of this

management level usually spend most of their working time supervising the work of

subordinates and solving current issues that do not require communication.

The results of the analysis of these data indicate that the higher the level of

management of managers, the greater part of working time is spent on professional

speech.

Professional speech of managers determines the use of professional terms that

correspond to the specifics of managerial activity and the particularities of the

management industry. We believe that professional speech is a process of exchanging

messages in a certain field of knowledge using appropriate professional terms, while

the process involves employees who, due to the implementation of this process, fulfill

their official duties.

Professional terms are words or phrases that are "characteristic of the speech of

people of a certain profession", "which denotes the concept of a certain field of

knowledge or human activity" and "clearly and unambiguously denotes a scientific or

special concept". (Yuriev, 2016; Bantash et al., 2020)

The analysis of the speech activity of managers revealed that none of the

managers noted that they did not use professional terms. Therefore, it can be

concluded that all of them use professional speech in the course of their activities.

The activity of the organization determines the distribution of manager’s social

roles within the organization: Subordinate-Manager, Colleague-Colleague, Manager-

Subordinate.

The conducted research reflects the degree of the use of professional terms in

business professional speech. It defines the level of the use of professional terms from

the position of each social role performed by each group of managers (higher, middle,

lower level) in the process of performing their official duties (Kostetska et al., 2021).

From the position of the Subordinate-Manager role, managers often use

professional terms and rarely use exclusively professional terms (Fig. 2).

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Fig. 2.

Use of professional terms in professional speech with executives

Source: Authors development

Results on the use of professional terms differ by groups of managers. The

results show that the higher the level of management, the more professional terms are

used in business communication with executives.

The analysis of the use of professional terms in the process of business

communication with colleagues shows that the majority of managers (from 79% to

86%) often use professional terms during business communication with their

colleagues. (see Fig. 3)

Fig. 3.

Use of professional terms in professional speech with colleagues

19%

14%

81%

86%

88% 6%

0% 20% 40% 60% 80% 100% 120%

Upper level managers

Middle level managers

Lower level managers

I use only professional terms I often use professional terms Sometimes I use professional terms

14% 86%

88%

79%

13%

21%

0% 20% 40% 60% 80% 100% 120%

Upper level managers

Middle level managers

Lower level managers

I use only professional terms I often use professional terms Sometimes I use professional terms

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Source: Authors development

At the same time, the higher the level of the manager's position, the more often

he/she uses professional terms in professional speech with colleagues.

The analysis of the use of professional terms in the process of professional

speech with subordinates shows that only managers of the highest management level

use exclusively professional terms in communication with subordinates. (see Fig. 4)

The majority of managers often use professional terms when communicating

with subordinates (from 76% to 80%). However, unlike top-level managers, middle-

and lower-level managers sometimes use professional terms (from 20% to 21%).

Based on this, we can conclude that the higher the level of management, the

higher the level of the use of professional terms in professional speech with

subordinates.

Fig. 4.

Use of professional terms in professional speech with subordinates

Source: Authors development

The analysis shows that the higher the level of management at the

organization, the higher the level of the use of professional terms in all types of

professional speech: with executives, with colleagues, with subordinates. Perception of

a message is a psychological phenomenon of interpretation of external and internal

signals, reflection of objects and environmental phenomena. It has a subjective nature

and depends on the experience and knowledge of the individual. The analysis of the

psychological perception of the message with the large amount of professional terms

(see Table 4) indicates a partially positive attitude of managers to this type of

information.

24% 76%

80%

79%

20%

21%

0% 20% 40% 60% 80% 100% 120%

Upper level managers

Middle level managers

Lower level managers

I use only professional terms I often use professional terms

Sometimes I use professional terms

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Table 4.

The attitude of managers to information with the large amount of professional

terms

Reaction to

received

information

Lower level

managers

Middle level

managers

Upper level

managers

Quantity(n

)

Quantity(n

)

Quantity(n

)

Very positive (I

would like to use

this one)

Partially positive

(I would like

information in

plain language)

Negative (I

would like the

information to

be provided in

plain language)

Total

100

Source: Authors development

At the same time, the lower the level of the manager's position, the more

negatively he/she relates to the perception of professional terms in business

communication.

The result of comparing the use of professional terms with the psychological

perception of information with the large number of professional terms indicates

cognitive dissonance of perception. On the one hand, the majority of managers (from

76% to 88%) often use professional terms in business communication, while the

majority of managers (from 29% to 91%) have a partially positive attitude to

messages that contain the large amount of professional information. They believe that

more information should be provided in plain language.

Especially significant cognitive dissonance can be seen at the middle and lower

levels of management. Mid-level managers often use professional terms in business

communication with executives, colleagues and subordinates (from 80% to 88%),

while 73% of the respondents have problems with psychological perception of

messages with the large number of professional terms and wish to receive more

information in plain language.

Lower level managers often use professional terms in their activities (from 79%

to 88%), while 91% of the respondents would like to receive more information in plain

language, and 3% would like to receive all information without professional terms.

Thus, there is a cognitive dissonance between the existing speech acts of the

individual and the perception of information from the perspective of business,

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professional communication. The manager's professional activity requires a set of

competencies: general competencies; special competencies; psychological and

personal competencies. These competences are directly influenced by professional

speech competence, which should be mastered by the individual during professional

training.

The conducted research determined the level of satisfaction with business

communication skills acquired as part of higher education. Satisfaction with the level of

professional business speech skills and skills of using professional terms in the process

of business speech appeared to be satisfactory. (see Fig. 5)

Fig. 5.

Satisfaction with the level of professional speech skills obtained in the

process of acquiring higher education

Source: Authors development

Satisfaction with the level of acquired relevant skills is very low: 97% of the

respondents are not satisfied with the level of professional speech skills and 88% with

the level of skills of using professional terms.

This indicates the need to improve the methodology and the process of

mastering professional speech skills when learning the specialty at higher education

institutions.

5.- Conclusions

The results of the analysis of the managers’ survey show that the higher the

level of management control, the greater part of the working time is spent on

professional speech. Professional terms are used in the process of professional speech.

The analysis of managers' activities has revealed that the higher the level of

management, the more professional terms are used in professional speech. The

analysis of the psychological perception of messages with a large amount of

12%

97%

88%

THE L E V EL O F P R O F E S S IO N A L B U S I N E S S

SP E A K I NG S K I L LS

THE L E V EL O F S K I LLS I N U S I N G

PR O F ES S I ON AL T ER MI N O LO G Y

Sufficient Not sufficient

Interacción y Perspectiva. Revista de Trabajo Social Vol. 13 N
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215 
 
professional  terms  indicates  a  partially  positive  attitude  of  managers  to  this  type  of 
information. At the same time, the lower the level of the manager's position, the more 
negative  the  perception  of  professional  terms  in  professional  speech.  Thus,  in  the 
professional speech of managers, there is a cognitive dissonance between the existing 
speech  acts  of  the  individual  and  his/her  psychological  perception  of  information 
messages.  Satisfaction  with  the  level  of  professional  speech  skills  acquired  in  the 
process  of  obtaining  higher  education  by  profession  is  very  low.  Given  the  direct 
impact of professional speech on the manager’s professional competence, we consider 
it  necessary  to  introduce  the  mastery  of  professional  speech  and  acquisition  of 
professional and speech competence in higher education in the management specialty. 
 
 
 
 
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