This study examined a new measure of ecological dissonance (ED), whether different degrees of ED existed within levels of a university's power hierarchy, the relationship between ED and worker morale as a function of administrative power levels, and ED theory. Ninety-four faculty members at Mississippi State University completed the Index of Power Discrepancy, the Index of Worker Morale (Job Satisfaction Index, Work Alienation Scale, and Job Involvement Index), and a demographic data questionnaire. Three regression models predicted job satisfaction, work alienation, and job involvement. A repeated measures analysis of variance on four ED scores tested whether the mean of ED scores did not differ in the four influence systems in the organizational hierarchy. Respondents experiencing ED exhibit alienation, non-high involvement, and job dissatisfaction. Subjects reported a larger discrepancy between preferred and perceived power usage when examining the power use of the provost and college president than when examining that of the department head and dean. Correlations between ED and worker morale are similar for positions most distant from subordinates. The ED measure predicts worker morale best when dealing with superiors who have regular contact and immediate power over faculty members. Faculties perceive more ED in coercive and legitimate powers, but less ED in expert and reward powers when individually comparing the five preferred power styles with the five perceived superior power styles. Three tables are included. (RLC)