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U 2.3 ob bba-ii big five personality traits model


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big five personality traits model

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U 2.3 ob bba-ii big five personality traits model

  2. 2. 3-2 Personality Traits Particular tendencies to feel, think, and act in certain ways that can be used to describe the personality of every individual Manager’s personalities influence their behavior and approach to managing people and resources
  3. 3. 3-3 Big Five Personality Traits Figure 3.1
  4. 4. 3-4 Manager’s and Traits • No single trait is right or wrong for being an effective manager • Effectiveness is determined by a complex interaction between the characteristics of managers and the nature of the job and organization in which they are working
  5. 5. 3-5 Manager’s and Traits Personality traits that enhance managerial effectiveness in one situation may actually impair it in another
  6. 6. 3-6 Big Five Personality Traits Extraversion – tendency to experience positive emotions and moods and feel good about oneself and the rest of the world
  7. 7. 3-7 Big Five Personality Traits • Managers high in extraversion tend to be sociable, affectionate, outgoing and friendly • Managers low in extraversion tend to be less inclined toward social interaction and have a less positive outlook
  8. 8. 3-8 Measures
  9. 9. 3-9 Big Five Personality Traits Negative affectivity – tendency to experience negative emotions and moods, feel distressed, and be critical of oneself and others
  10. 10. 3-10 Big Five Personality Traits • Managers high in negative affectivity may often feel angry and dissatisfied and complain about their own and others’ lack of progress • Managers who are low in negative affectivity do not tend to experience many negative emotions and moods and are less pessimistic (tending to see the worst aspect of things or believe that the worst will happen, depressed, dejected, demoralized, hopeless) and critical of themselves and others
  11. 11. 3-11 Measure of Negative Affectivity Figure 3.3
  12. 12. 3-12 Big Five Personality Traits Agreeableness – tendency to get along well with others
  13. 13. 3-13 Big Five Personality Traits • Managers high in agreeableness are likable, affectionate and care about others • Managers with low agreeableness may be distrustful, unsympathetic (not feeling, showing, or expressing sympathy), uncooperative and antagonistic(showing or feeling active opposition or hostility towards someone or something)
  14. 14. 3-14 Big Five Personality Traits Conscientiousness – tendency to be careful,, scrupulous (attentive) and persevering (continue in a course of action even in the face of difficulty or with little or no indication of success.)
  15. 15. 3-15 Big Five Personality Traits • Managers high in this trait are organized and self-disciplined • Managers low in this trait lack direction and self-discipline
  16. 16. 3-16 Big Five Personality Traits Openness to Experience – tendency to be original, have broad interests, be open to a wide range of stimuli, be daring and take risks
  17. 17. 3-17 Big Five Personality Traits • Managers who are high in openness to experience may be especially likely to take risks and be innovative in their planning and decision making • Managers who are low in this trait may be less prone to take risks and be more conservative in their planning and decision making
  18. 18. 3-18 Other Personality Traits Self-Esteem – The degree to which people feel good about themselves and their abilities • High self-esteem causes a person to feel competent, deserving and capable. • Persons with low self-esteem have poor opinions of themselves and are unsure about their capabilities.