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Individual Differences Individual Differences & Traits.ppt
- 1. Individual Differences Framework IndividualDifferences Framework Personality Personality Leadership Style and Leadership Style and Behaviors Behaviors Abilities & Abilities & Skills Skills Values Values Environment Environment Culture & education Culture & education Parental Influence Parental Influence Physical Environment Physical Environment Heredity Heredity Genes Genes Race/Ethnicity Race/Ethnicity Gender Gender INDIVIDUAL CHARATERISTICS INDIVIDUAL CHARATERISTICS
- 2. The Effect OfIndividual Characteristics On The Effect Of Individual Characteristics On Behavior Behavior Zone of Discomfort Zone of Discomfort BEHAVIORAL RANGE Individual characteristics Comfort Zone
- 3. Personality Personality Psychological Psychological characteristics characteristics Stableover time and Stable over time and across situations across situations A set of A set of characteristics, rather characteristics, rather than one trait than one trait Makes the person Makes the person unique and different unique and different from others from others
- 4. Abilities and Skills Abilitiesand Skills Ability, or aptitude, is a stable natural Ability, or aptitude, is a stable natural talent for doing something mental or talent for doing something mental or physical. physical. A skill is an acquired talent that a person A skill is an acquired talent that a person develops related to a specific task. develops related to a specific task.
- 5. Values And ValueSystem Values And Value System Values are long-lasting beliefs about what is Values are long-lasting beliefs about what is worthwhile and desirable worthwhile and desirable Factors that affect values include: Factors that affect values include: Culture Culture Personality Personality Gender Gender Ethnicity Ethnicity Generational differences Generational differences
- 6. Views of Ethics Viewsof Ethics The relativist view of ethics The relativist view of ethics suggests a belief that what is right suggests a belief that what is right or wrong depends on the situation or wrong depends on the situation or the culture. or the culture. The universalist view of ethics The universalist view of ethics suggests that all activities should suggests that all activities should be judged by the same standards, be judged by the same standards, regardless of the situation or regardless of the situation or culture. culture.
- 7. Components Of EmotionalIntelligence Components Of Emotional Intelligence Self-awareness Self-awareness Managing emotions Managing emotions Self-motivation Self-motivation Empathy for others Empathy for others Interpersonal skills Interpersonal skills
- 8. Characteristics Of CreativeLeaders Characteristics Of Creative Leaders Perseverance when facing obstacles Perseverance when facing obstacles Self-confidence Self-confidence Willingness to take risks Willingness to take risks Willingness to grow and openness to Willingness to grow and openness to new experiences new experiences Tolerance for ambiguity Tolerance for ambiguity
- 9. Three Categories OfLeadership Skills Three Categories Of Leadership Skills 1. Technical skills 1. Technical skills 2. Interpersonal skills 2. Interpersonal skills 3. Conceptual skills 3. Conceptual skills
- 10. Perception, Attribution Perception, Attribution andLearning and Learning
- 11. Social Perception Social Perception SocialPerception - Social Perception - interpreting information about another person
- 12. Social Perception Social Perception SocialPerception - Social Perception - interpreting information about another person Perceiver Characteristics • Familiarity with target • Attitudes/Mood • Self-Concept • Cognitive structure
- 13. Social Perception Social Perception SocialPerception - Social Perception - interpreting information about another person Perceiver Characteristics • Familiarity with target • Attitudes/Mood • Self-Concept • Cognitive structure Target Characteristics • Physical appearance • Verbal communication • Nonverbal cues • Intentions
- 14. Social Perception - SocialPerception - interpreting information about another person Social Perception Social Perception Perceiver Characteristics • Familiarity with target • Attitudes/Mood • Self-Concept • Cognitive structure Target Characteristics • Physical appearance • Verbal communication • Nonverbal cues • Intentions Situational Characteristics • Interaction context • Strength of situational cues
- 15. The Perception Process ThePerception Process ATTENTION •The Perceived •The Perceiver ORGANIZATION •Patterns •Schemas •Scripts PERCEPTION
- 16. Comprehending Perception We allhave a different store of knowledge. We all therefore interpret the world around us differently. Understanding relies upon the speaker and his audience having the same perception of the required outcome.
- 17. Perception is a'Learned Perception is a 'Learned Experience' Experience' It is the “awareness” of the It is the “awareness” of the external world (or some aspect of external world (or some aspect of it, through one or more of our it, through one or more of our senses and, the interpretation of senses and, the interpretation of these by our mind. these by our mind.
- 18. Understanding Understanding Understanding isachieved by interpreting current Understanding is achieved by interpreting current experience using past experience as a source of experience using past experience as a source of reference, and establishing a context upon which to reference, and establishing a context upon which to base this new information. In other words: base this new information. In other words: • We are only able to understand today in terms of, We are only able to understand today in terms of, and because of, our past experiences. and because of, our past experiences. • Yet, we also know that 'Today' is unlike 'Yesterday'. Yet, we also know that 'Today' is unlike 'Yesterday'. • We inherit Yesterday's patterns and need them to We inherit Yesterday's patterns and need them to interpret what our senses are experiencing in the interpret what our senses are experiencing in the present. present. • These patterns are simultaneously essential and yet These patterns are simultaneously essential and yet out of date. out of date.
- 19. How do weperceive? How do we perceive? We store a ‘model’ or memory of objects. We store a ‘model’ or memory of objects. The process of perceiving involves ‘matching’ The process of perceiving involves ‘matching’ what our senses are experiencing to one of what our senses are experiencing to one of our ‘models.’ our ‘models.’ Perception is an active pattern-matching Perception is an active pattern-matching process. process. We recognize the world because of our We recognize the world because of our historical store of information. historical store of information. We create our own unique world, our own We create our own unique world, our own interpretation of reality. interpretation of reality.
- 20. Barriers to SocialPerception Barriers to Social Perception Selective perception Selective perception Stereotyping Stereotyping First-impression First-impression error error Implicit personality Implicit personality theory theory Self-fulfilling Self-fulfilling prophecies prophecies Social Perception - Social Perception - interpreting information about another person
- 21. Personality Theories Personality Theories TraitTheory - understand individuals by breaking Trait Theory - understand individuals by breaking down behavior patterns into observable traits down behavior patterns into observable traits Psychodynamic Theory - emphasizes the unconscious Psychodynamic Theory - emphasizes the unconscious determinants of behavior determinants of behavior Humanistic Theory - emphasizes individual growth Humanistic Theory - emphasizes individual growth and improvement and improvement Integrative Approach - Integrative Approach - describes personality as a describes personality as a composite of an individual’s psychological composite of an individual’s psychological processes processes
- 22. Variables Influencing Variables Influencing IndividualBehavior Individual Behavior The Person • skills & abilities • personality • perception • attribution • attitudes • values • ethics
- 23. Variables Influencing Variables Influencing IndividualBehavior Individual Behavior The Person • skills & abilities • personality • perception • attribution • attitudes • values • ethics The Environment • organization • work group • job • personal life
- 24. The Environment • organization •work group • job • personal life Behavior Variables Influencing Variables Influencing Individual Behavior Individual Behavior The Person • skills & abilities • personality • perception • attribution • attitudes • values • ethics
- 25. Interactional Psychology Interactional Psychology Approach Approach TheE Environment • organization • work group • job • personal life B = B = f f(P,E) (P,E) B Behavior The P Person • skills & abilities • personality • perception • attribution • attitudes • values • ethics
- 26. Conscientiousness Conscientiousness Extraversion/introversion Extraversion/introversion Openness to experience Openness to experience Emotional stability Emotional stability Agreeableness Agreeableness The “Big Five” Personality The “Big Five” Personality Dimensions Dimensions
- 27. Less anxious Less anxious Setharder goals Set harder goals Manage stress well and adapt to Manage stress well and adapt to change change More considerate of followers and More considerate of followers and less likely to use coercive power less likely to use coercive power Internal CEOs select risky and Internal CEOs select risky and innovative strategies innovative strategies Characteristics Of Individuals Characteristics Of Individuals With Internal Locus Of Control With Internal Locus Of Control
- 28. High need forcontrol “Doing more in less and less time” Defining Characteristics •Time urgency • Competitiveness • Polyphasic behaviors • Hostility Work-Related Behaviors • Poor delegation • Likes to work alone • Jumps into action • Sets high goals • Hard work • Perceives more stress Characteristics Of Type A Individuals Characteristics Of Type A Individuals
- 29. Able to readcues from the Able to read cues from the environment environment Able to change behavior to match Able to change behavior to match situation situation Able to cope in cross-cultural Able to cope in cross-cultural environments environments May be a key factor in leadership May be a key factor in leadership effectiveness effectiveness Characteristics Of High Characteristics Of High Self-monitors Self-monitors
- 30. Sensation Thinkers (ST) Focuson hard facts Realistic, goal-oriented but can be impatient and jump into action quickly Intuitive Thinkers (NT) Change agents Responsive to creativity but can be unreasonable and unaware of others Sensation Feelers (SF) Practical and caring Good understanding of systems but can be reluctant to accept change THINKING (T) FEELING (F) INTUITIVE (N) SENSING (S) Four Major MBTI Types Four Major MBTI Types Intuitive Feelers (NF) Personal charisma and commitment to others Many ideas, trouble with implementation
- 31. High Machsare: High Machs are: • Skilled at controlling others Skilled at controlling others • Able to perceive and resist Able to perceive and resist manipulation manipulation • More successful in More successful in unstructured environments unstructured environments Low Machs are: Low Machs are: • Naive and trusting Naive and trusting Leadership is associated with Leadership is associated with moderate Mach score moderate Mach score Machiavellian Personality Machiavellian Personality
- 32. Abrasive andintimidating Abrasive and intimidating Cold and arrogant Cold and arrogant Untrustworthy Untrustworthy Self-centered and political Self-centered and political Poor performers Poor performers Unable to delegate Unable to delegate Characteristics Of Characteristics Of Leaders Who Fail Leaders Who Fail
- 33. The Johari Window TheJohari Window Known to Self Not Known to Self Known to Others FREE/ARENA BLIND SPOT Not Known to Others FACADE UNKNOWN
- 34. Myers-Briggs Type Indicator Myers-BriggsType Indicator Based on Carl Jung’s work Based on Carl Jung’s work • People are fundamentally different People are fundamentally different • People are fundamentally alike People are fundamentally alike • People have preference combinations for People have preference combinations for extraversion/introversion, perception, judgment extraversion/introversion, perception, judgment Briggs & Myers developed the MBTI to Briggs & Myers developed the MBTI to understand individual differences understand individual differences Take it at: Take it at: http://www.humanmetrics.com http://www.humanmetrics.com
- 35. Kiersey Temperament Sorter KierseyTemperament Sorter 1.In most situations are you more 1.In most situations are you more deliberate than spontaneous deliberate than spontaneous spontaneous than deliberate spontaneous than deliberate 2.Is it worse to be 2.Is it worse to be a softy a softy hard-nosed hard-nosed 3.Is it better to be 3.Is it better to be just just merciful merciful
- 36. Myers-Briggs Type Indicator Myers-BriggsType Indicator I Introvert- ntrovert-E Extrovert xtrovert • where you derive your energy where you derive your energy S Sensing-I ensing-In ntuitive tuitive • where you obtain your where you obtain your information information T Thinking- hinking-F Feeling eeling • analysis & logic versus pleasing analysis & logic versus pleasing people people J Judging- udging-P Perceiving erceiving • how you make a decision how you make a decision
- 37. MBTI Preferences MBTI Preferences PreferencesRepresents Extraversion Introversion How one re-energizes Sensing Intuiting How one gathers information Thinking Feeling How one makes decisions Judging Perceiving How one orients to the outer world
- 38. Each Manager Hasa Particular Personality Type Each Manager Has a Particular Personality Type That Focuses Attention and Presents Strengths and That Focuses Attention and Presents Strengths and Weaknesses in Dealing With Situations Weaknesses in Dealing With Situations Extroversion Introversion Focuses on people and things; sociable; outgoing Focuses on thoughts and concepts; reflective; inwardly directed Good at social interaction; en- thusiastic and confident; insti- gates action; open and straightforward Good at personal interaction; stays calm and focused; can con- centrate intensely; develops ideas; uses discretion in talking Intellectual super- ficiality; intrusive; lack of respect for others’ privacy; easily distracted May lose touch with outer world; keeps people at a distance; easily preoccupied Psychological Types Focus and Preferences Strengths Weaknesses (if Overextended)
- 39. Each Manager Hasa Particular Personality Type That Focuses His or Her Attention and Presents Strengths and Weaknesses in Dealing With Situations as They Arise (Cont.) Sensing Intuitive Thinking Facts; data; details; concrete; reality based; present oriented Possibilities; hunches; speculations; theor- etical ; future oriented Analysis; objective; logic; impersonal; justice; systematic inquiry Pragmatic; precise; stable; results orient- ed; sensible; system- atic Imaginative; concep- tulizes easily; creative; intellectually tenacious; idealistic Rational; analytical; assertive; logical; care- fully weighs alternatives; firm but fair; explains thoroughly Lacks long-range outlook; may reject innovative ideas Unrealistic; out of touch; bored by routine; scattered Undervalues feel- ings; overly anal- ytical; insensitive; critical; judgmental Psychological Types Focus and Preferences Strengths Weaknesses (if Overextended)
- 40. Each Manager Hasa Particular Personality Type That Focuses His or Her Attention and Presents Strengths and Weaknesses in Dealing With Situations as They Arise (Cont.) Feeling Judging Perceiving Sympathy; subjective; humane; personal; compassion; trust; consideration Organized; planned; settled;control one’s life; set goals; struc- tured; routine Pending; flexible; curious; spontaneity; tentative; let life happen; undaunted by surprise; open to change Persuasive; empathic; warm; sensitive; demon- strative and expressive; loyal Plan, organize, and control well; persistent; decisive; conscientious; reliable Open minded; adaptable; spontaneous; under- standing; tolerant; inquisitive Overly sensitive; moody; can become emotionally over- burdened Close minded; in- flexible; can jump to conclusions too quickly; intolerant; judgmental Indecisive; procrast- inates; unfocused; disorganized; im- pulsive; may collect data too long before deciding Psychological Types Focus and Preferences Strengths Weaknesses (if Overextended)