This research examined the problem‐solving styles of public accountants in consulting and audit functions. Consultants were, on average, significantly more innovative in their problem‐solving style than auditors. A path analysis indicated that accounting professionals whose preferred problem‐solving style did not fit the demands of the job experienced greater role stress. The additional stress negatively affected job satisfaction, organizational commitment, and intent to stay with the firm. The results imply that matching an individual's problem‐solving style to his or her functional role may help to minimize role stress and its attendant dysfunctional effects in public accounting.

This content is only available via PDF.
You do not currently have access to this content.