4 chapter-4 personality & emotions ob

KDR University, PA Faculty, Organizational Behavior
Chapter-4, Lecture by: Barai Mobarez 3–1
Personality, and Emotions
Chapter-4
Organizational Behavior
Stephen P. Robbins
T E N T H E D I T I O N

Learning Objectives:Learning Objectives:
After studying this chapter you should be able to:
1.Explain the factors that determine an individual’s personality.
2.Describe the MBTI personality framework.
3.Identify the key traits in the Big Five personality model.
4.Explain the impact of job typology on the personality/job performance relationship.
5.Differentiate emotions from moods.
6.Contrast felt versus displayed emotions.
7.Explain gender-differences in emotions.
8.Describe external constraints on emotions.
9.Apply concepts on emotions to OB issues.

4–3
What is Personality?What is Personality?
Personality
The sum total of ways in which an individual
reacts and interacts with others.
Personality is the coherent patterning of affect,
cognition, and desires (goals) as they lead to
behavior. To study personality is to study how
people feel, how they think, what they want, and
finally, what they do. That people differ from each
other in all four of these domains is obvious.
Personality
Determinants
• Heredity
• Environment
• Situation
Chapter-4, Lecture by: Barai Mobarez

Personality DeterminantsPersonality Determinants
Heredity: Factors that were deter –mined at conception - physical stature, facial
attractiveness, gender, temperament, muscle composition and reflexes, energy
level, and biological rhythms – biological, physiological and inherent psychological
make up of parents. – the heredity approach says that the ultimate explanation of an
individual’s personality is the molecular structure of the genes, located in the
chromosomes.
Environment: Culture in which one is raised, early conditioning, the norms among
our family, friends, social groups, and other influences we experience. Both heredity
and environment are important. Heredity sets the parameters or outer limits, but an
individual’s full potential will be determined by how well he or she adjusts tot eh
demands and requirements of the environment.
Situation: Influences the effects of environment on personality, which changes in
different situations. Certain situations are more significant than others.

4–5
The Myers-Briggs Type Indicator (16 Personalities)The Myers-Briggs Type Indicator (16 Personalities)
Personality Types
• Extroverted vs. Introverted (E or I)
• Sensing vs. Intuitive (S or N)
• Thinking vs. Feeling (T or F)
• Perceiving Vs. Judging (P or J)
Personality Types
• Extroverted vs. Introverted (E or I)
• Sensing vs. Intuitive (S or N)
• Thinking vs. Feeling (T or F)
• Perceiving Vs. Judging (P or J)
Myers-Briggs Type Indicator
(MBTI)
A personality test that taps four
characteristics and classifies people
into 1 of 16 personality types.
Personality Traits: Enduring characteristics that describe an individual’s
behavior.
1.The Myers-Briggs Type Indicator (MBTI)
2.The Big Five Model

Sample test resultSample test result

The (Big Five) Models:The (Big Five) Models:
1. Extroversion (sociability):
1. A personality dimension describing someone who is sociable, gregarious and
assertive.
2. Agreeableness:
1. A personality dimension that describes someone who is good-natured, cooperative and
trusting.
3. Conscientiousness (painstakingness):
1. A personality dimension that describes someone who is responsible, dependable,
persistent and organized.
4. Emotional stability:
1. A personality dimension that characterizes someone as calm, self-confident, secure
(positive), versus nervous, depressed and insecure (negative).
5. Openness to experience:
1. A personality dimension that characterizes someone in terms of imagination, sensitivity and
curiosity.

Exhibit 2-4 Big Five Personality FactorsExhibit 2-4 Big Five Personality Factors
3–14

4–15
Major Personality Attributes Influencing OBMajor Personality Attributes Influencing OB
1. Locus of Control
2. Machiavellianism
3. Self-Esteem
4. Self-Monitoring
5. Risk-Taking
6. Type A Personality
7. Type B Personality
8. Proactive Personality

4–16
Locus of ControlLocus of Control
Locus of Control
The degree to which people believe they
are masters of their own fate.
Internals
Individuals who believe that they
control what happens to them.
Externals
Individuals who believe that
what happens to them is
controlled by outside forces
such as luck or chance.

The Effects of Locus of Control on PerformanceThe Effects of Locus of Control on Performance
Condition Performance
Information Processing
The work requires complex information
processing and complex learning
Internals perform better
The work is quite simple and easy to learn Internals perform better than externals
Initiative
The work requires initiative and independent
action
The work requires compliance and conformity Externals perform better
Motivation
The work requires high motivation and
provides valued rewards in return for greater
effort; it offers incentive pay for greater
productivity
The work does not require great effort and
contingent rewards are lacking; hourly pay
rates are determined by collective bargaining
Externals perform at least as well as
internals
Source: J. B. Miner, Industrial-Organizational
Psychology (New York: McGraw Hill, 1992), p. 151.
Reprinted with permission of The McGraw-Hill
Companies. 3–17

4–18
MachiavellianismMachiavellianism
Conditions Favoring High Machs
• Direct interaction
• Minimal rules and regulations
• Emotions distract for others
Conditions Favoring High Machs
• Direct interaction
• Minimal rules and regulations
• Emotions distract for others
Machiavellianism (Mach)
Degree to which an individual is pragmatic, maintains
emotional distance, and believes that ends can justify means.

4–19
Self-Esteem and Self-MonitoringSelf-Esteem and Self-Monitoring
Self-Esteem (SE)
Individuals’ degree of liking
or disliking themselves.
Self-Monitoring
A personality trait that measures
an individuals ability to adjust his
or her behavior to external,
situational factors.

Branden’s Six Pillars of Self-EsteemBranden’s Six Pillars of Self-Esteem
1. Living consciously: Be aware of everything that affects your values and goals,
and act with awareness.
2. Self-acceptance: Accept who you are without criticism and judgment.
3. Personal responsibility: Take responsibility for the decisions you make and the
things you do.
4. Self-assertiveness: Honour your wants, needs, and values, and don’t be afraid
to speak up for things that are important to you.
5. Living purposefully: Develop short- and long-term goals, and make realistic
plans to achieve your goals.
6. Personal integrity: Live up to your word and your values.
Source: Adapted from N. Branden, Self-Esteem at Work:
How Confident People Make Powerful Companies (San
Francisco: Jossey-Bass, 1998), pp. 33-36). 3–20

4–21
Risk-TakingRisk-Taking
 High Risk-taking Managers
– Make quicker decisions
– Use less information to make decisions
 Low Risk-taking Managers
– Are slower to make decisions
– Require more information before making decisions

4–22
Personality TypesPersonality Types
Type A’s
1. are always moving, walking, and eating rapidly;
2. feel impatient with the rate at which most events take place;
3. strive to think or do two or more things at once;
4. cannot cope with leisure time;
5. are obsessed with numbers, measuring their success in
terms of how many or how much of everything they acquire.
Type B’s
1. never suffer from a sense of time urgency with its
accompanying impatience;
2. feel no need to display or discuss either their achievements
or accomplishments;
3. play for fun and relaxation, rather than to exhibit their
superiority at any cost;
4. can relax without guilt.

4–23
Personality TypesPersonality Types
Proactive Personality
Identifies opportunities, shows
initiative, takes action, and perseveres
until meaningful change occurs.
Creates positive change in the
environment, regardless or even in
spite of constraints or obstacles.

4–24
Achieving Person-Job FitAchieving Person-Job Fit
Personality Types
1.Realistic
2.Investigative
3.Social
4.Conventional
5.Enterprising
6.Artistic
Personality Types
1.Realistic
2.Investigative
3.Social
4.Conventional
5.Enterprising
6.Artistic
Personality-Job Fit Theory
(Holland)
Identifies six personality types and
proposes that the fit between personality
type and occupational environment
determines satisfaction and turnover.

4–25
Holland’s
Typology of
Personality
and
Congruent
Occupations
Holland’s
Typology of
Personality
and
Congruent
Occupations

4–26
Relationships
among
Occupational
Personality
Types
Relationships
among
Occupational
Personality
Types
Source: Reprinted by special permission of the publisher, Psychological Assessment
Resources, Inc., from Making Vocational Choices, copyright 1973, 1985, 1992 by
Psychological Assessment Resources, Inc. All rights reserved.

4–27
Emotions- Why Emotions Were Ignored in OBEmotions- Why Emotions Were Ignored in OB
1. The “myth of rationality”
 Organizations are not emotion-free.
1. Emotions of any kind are disruptive to organizations.
 Original OB focus was solely on the effects of strong
negative emotions that interfered with individual and
organizational efficiency.

Meaning Of EmotionsMeaning Of Emotions

4–29
What Are Emotions?What Are Emotions?
Moods
Feelings that tend to be less
intense than emotions and that
lack a contextual stimulus.
Emotions
Intense feelings that are directed
at someone or something.
Affect
A broad range of emotions that people
experience.
KDR University, PA Faculty, Organizational Behavior Chapter-4,
Lecture by: Barai Mobarez

4–30
What Are Emotions? (cont’d)What Are Emotions? (cont’d)
Emotional Labor
A situation in which an employee expresses
organizationally desired emotions during
interpersonal transactions.
Emotional Dissonance
A situation in which an employee
must project one emotion while
simultaneously feeling another.

4–31
Felt versus Displayed EmotionsFelt versus Displayed Emotions
Felt Emotions
An individual’s actual emotions.
Displayed Emotions
Emotions that are organizationally
required and considered appropriate
in a given job.

4–32
Emotion ContinuumEmotion Continuum
 The closer any two emotions are to each other on
the continuum, the more likely people are to
confuse them.
Source: Based on R.D. Woodworth, Experimental Psychology (New York: Holt, 1938).

4–33
Emotion DimensionsEmotion Dimensions
1. Variety of emotions
– Positive
– Negative
1. Intensity of emotions
– Personality
– Job Requirements
1. Frequency and duration of emotions
– How often emotions are exhibited.
– How long emotions are displayed.

4–34
Gender and EmotionsGender and Emotions
1. Women
– Can show greater emotional expression.
– Experience emotions more intensely.
– Display emotions more frequently.
– Are more comfortable in expressing emotions.
– Are better at reading others’ emotions.
1. Men
– Believe that displaying emotions is inconsistent with the male
image.
– Are innately less able to read and to identify with others’
emotions.
– Have less need to seek social approval by showing positive
emotions.

4–35
External Constraints on EmotionsExternal Constraints on Emotions
Organizational
Influences
Cultural
Influences
Individual
Emotions

4–36
Ability and SelectionAbility and Selection
 Emotional Intelligence (EI)
– Self-awareness
– Self-management
– Self-motivation
– Empathy
– Social skills
 Research Findings
– High EI scores, not high
IQ scores, characterize
high performers.
Emotional Intelligence
An assortment of non-
cognitive skills,
capabilities, and
competencies that
influence a person’s
ability to succeed in
coping with
environmental demands
and pressures.

Emotional IntelligenceEmotional Intelligence
Emotional Intelligence (EI): An assortment of Non-cognitive skills, capabilities,
and competencies that influence a person's ability to succeed in coping with
environmental demands and pressures.
Five dimensions
– Self-awareness
– Self-management
– Self-motivation
– Empathy
– Social skills
Negative Workplace Emotions:
Negative emotions can lead to negative workplace behaviors:
– Production (leaving early, intentionally working slowly)
– Property (stealing, sabotage)
– Political (gossiping, blaming co-workers)
– Personal aggression (sexual harassment, verbal abuse)

Typology of Deviant workplace behaviourTypology of Deviant workplace behaviour
CATEGORY EXAMPLES
Performance
1. Coming late or leaving early.
2. Working slowly.
3. Being careless and making mistakes
that lead to losses.
Material
1. Arson
2. Sabotage
3. Stealing
Interpersonal
1. Being biased.
2. Verbal abuse.
3. Being cynical and negative.
4. Blaming others.
5. Sexual harassment.

4–39
Affective Events Theory (AET)Affective Events Theory (AET)
1. Emotions are negative or positive responses to a work
environment event.
– Personality and mood determine the intensity of the emotional
response.
– Emotions can influence a broad range of work performance and job
satisfaction variables.
1. Implications of the theory:
– Individual response reflects emotions and mood cycles.
– Current and past emotions affect job satisfaction.
– Emotional fluctuations create variations in job satisfaction.
– Emotions have only short-term effects on job performance.
– Both negative and positive emotions can distract workers and
reduce job performance.

4–40
OB Applications of Understanding EmotionsOB Applications of Understanding Emotions
1. Decision Making
–Emotions are an important part of the decision-making
process in organizations.
1. Motivation
–Emotional commitment to work and high motivation are
strongly linked.
1. Leadership
–Emotions are important to acceptance of messages from
organizational leaders.

4–41
OB Applications… (cont’d)OB Applications… (cont’d)
1. Interpersonal Conflict
– Conflict in the workplace and individual emotions are strongly
intertwined.
1. Deviant Workplace Behaviors
– Negative emotions lead to employee deviance (actions that violate
norms and threaten the organization).
• Productivity failures
• Property theft and destruction
• Political actions
• Personal aggression

Useful websites for PersonalityUseful websites for Personality
1. International Personality Item Pool:
1. http://ipip.ori.org/
1. 16 personality test:
1. https://www.16personalities.com/free-personality-test
1. The Big Five Model Personality Test:
1. http://www.personalitytest.org.uk/
1. Personality Theory and Research:
1. http://www.personality-project.org/

Summary and ImplicationsSummary and Implications
1. What is personality and how does it affect behavior?
– Personality helps us predict behavior.
– Personality can help match people to jobs, to some extent at
least.
1. Can emotions help or get in the way when we’re dealing
with others?
– They can hinder performance, especially when emotions are
negative.
– They can also enhance performance.

4 chapter-4 personality & emotions ob

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