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Lecture 3&4_Personality_Proffersor .pptx
- 1. Personality Who are you ????????????
- 3. Understanding the Concept Definition • Sum total of ways in which an individual reacts to and interacts with others Described in terms of measurable traits. • Traits- Relatively stable characteristics Result of both heredity and environmental factors • Genetics accounts for about 50% of the personality differences and more than 30% of the variation in occupational and leisure interests. • Environmental Effect- Culture, Personality contingent to situation.
- 4. Understanding Self & Others ► Personality ► Classification – MBTI, Holland’s Typology, Type A & B ► Characteristics – Big 5 (Traits) , Core self-evaluation ( Locus of control & Self Concept), Risk Taking, Proactivity, Self-Monitoring, dark triads ► Values ► Terminal Values ( End Goals) & Instrumental Values ( Values) ► Gen-X, Gen-Y, Millennials
- 5. Extraversion Vs Introversion (Energy) Sensing Vs Intuitive (information ) Thinking Vs Feeling (Decisions) Judging Vs Perceiving (Lifestyle) Myers- Briggs Type Indicator 16 Personality Types NTs represent 5% of the population
- 8. Thinkers Vs Feelers Thinkers • “What is right?” • Focus on logic and analysis • ‘FAIR’ means across the board • Majority Rules = same rules Feelers • “What is fair?” • Focus on the effects on people • ‘FAIR’ means rules are broken if appropriate • Doing what’s right for the people
- 9. Judging (J) Vs Perceiving (P) How you orient and adapt to the external world (structure) NOT same as “perceptive” “Wait and see.” “I’ll get to it.” Defer judgments in order to gather more information Act spontaneously and leave things to the last minute; or may choose not to plan or organize tasks or time at all Play now, work later NOT same as “judgmental” “Just do it.” “Done is beautiful” Make decisions as soon as possible to gain closure Show initiative in planning and organizing their world Work now, play later
- 10. Big Five Model • Predictor of leadership emergence, performance in managerial and sales position Extraversion Agreeableness- Co-operative , warm and trusting • Predictor of job performance • Predictor Of Organizational Citizenship behaviour Conscientiousness – Measure of reliability Emotional Stability Openness to experience
- 11. Implication of Big Five Model
- 12. Copyright © 2022 Pearson Education Ltd. All Rights Reserved. Other Personality Traits • The Dark Triad – Machiavellianism: the degree to which an individual is pragmatic, maintains emotional distance, and believes that ends can justify means. Machiavellianism- named after Niccolo Machiavelli (16th Century) – Narcissism: the tendency to be arrogant, have a grandiose sense of self-importance, require excessive admiration, and have a sense of entitlement. – Psychopathy: the tendency for a lack of concern for others and a lack of guilt or remorse when their actions cause harm. • An emerging framework to study dark side traits: – First, antisocial people are indifferent and callous toward others. – Second, borderline people have low self-esteem and high uncertainty. – Third, schizotypal individuals are eccentric and disorganized. – Fourth, obsessive compulsive people are perfectionists and can be stubborn, yet they attend to details, carry a strong work ethic, and may be motivated by achievement. – Fifth, avoidant individuals feel inadequate and hate criticism.
- 13. Other Personality Traits (Contd..) Core- Self Evaluation – Self Perception • Self Esteem- sense of self worth • Locus of Control- Sense of control on fate Self- Monitoring- Low degree indicates inability to adjust to the surrounding Proactive Personality: • People who identify opportunities, show initiative, take action, and persevere until meaningful change occurs. Risk Taking Type A and Type B Personalities • Type A- Achieve more in less time • Type B- Laid Back
- 14. Measuring Personality Self-report surveys Observer- rating surveys Projective Measure • Rorschach Inkblot test and • Thematic Appreciation test www.16personalities.com
- 15. Facts About Personality Types Indicates your preferred disposition Dependent on your response- what should be Vs What you really are ! Overlap between types Should be used for better understanding and acceptance within teams Should NEVER be used to limit yourselves!
- 16. Linking Personality and Value to Workplace • Person- Job Fit Table “from Organizational Behaviour Robbins and Judge 15th Edition
- 17. Taken from Organizational Behaviour Robbins and Judge 15th Edition
- 19. The Situation, Personality, and Behavior • Situation strength theory: indicates that the way personality translates into behavior depends on the strength of the situation. – The degree to which norms, cues, or standards dictate appropriate behavior. • Clarity • Consistency • Constraints • Consequences
- 20. The Situation, Personality, and Behavior Trait Activation Theory: Jobs in Which Certain Big Five Traits Are More Relevant Detail Orientation Required Social Skills Required Competitive Work Innovation Required Dealing with Angry People Time Pressure (Deadlines) Jobs scoring high (the traits listed here should predict behavior in these jobs)ank Air traffic controller Clergy Coach/scout Actor Correctional officer Broadcast news analyst Accountant Therapist Financial manager Systems analyst Telemarketer Editor Legal secretary Concierge Sales representative Advertising writer Flight attendant Airline pilot Jobs scoring low (the traits listed here should not predict behavior in these jobs) Forester Software engineer Postal clerk Court reporter Composer Skincare specialist Masseuse Pump operator Historian Archivist Biologist Mathematician Model Broadcast technician Nuclear reactor operator Medical technician Statistician Fitness trainer Jobs that score high activate these traits (make them more relevant to predicting behavior) Conscientiousness (+) Extraversion (+) Extraversion (+) Openness (+) Extraversion (+) Conscientiousness (+) Blank Agreeableness (+) Agreeableness (–) Blank Agreeableness (+) Neuroticism (–) Blank Blank Blank Blank Neuroticism (–) Blank
- 21. Values
- 22. Values ► “a specific mode of conduct or end-state of existence is personally or socially preferable to an opposite or converse mode of conduct or end state of existence.” ► Judgemental element ► Have element of content (important or not) and attribute (how important) ► Values decide attitude and motivations
- 23. Value Types Rokeach Value Survey Terminal values – goals to be achieved in life time Comfortable life Exciting life Instrumental values- means of achieving terminal values Ambitious Open-minded Cohort Entered the Workforce Approximate Current Age Dominant Work Values Boomers 1965–1985 50s to 70s Success, achievement, ambition, dislike of authority; loyalty to career Xers 1985–2000 Mid-30s to 50s Work-life balance, team-oriented, dislike of rules; loyalty to relationships Millennials 2000 to present To mid-30s Confident, financial success, self-reliant but team-oriented; loyalty to both self and relationships
- 24. How Does It Impact You ??
- 25. THANK YOU
Editor's Notes
- 8
- All five traits also have other implications for work and for life. Let’s look at these one at a time. Exhibit 5-2 summarizes the points. Of the Big Five traits, emotional stability is most strongly related to life satisfaction, job satisfaction, and reduced intentions to quit and burnout. People with high emotional stability can adapt to unexpected or changing demands in the workplace. Extraversion is a relatively strong predictor of leadership emergence and behaviors in groups. Extraverts also tend to have generally high job satisfaction and reduced burnout. Some negatives are that extraverts can appear to be self-aggrandizing, egoistic, or too dominating and that their social behavior can be disadvantageous for jobs that do not require frequent social interaction. Individuals who score high on openness to experience are more likely to be effective leaders and are more comfortable with ambiguity. They cope better with organizational change and are more adaptable in changing contexts. Agreeable individuals are better liked than disagreeable people, which explains why they should perform well in interpersonally oriented jobs such as customer service. They experience less work–family conflict and are less likely to turnover. People who are agreeable are more satisfied in their jobs and contribute to organizational performance by engaging in citizenship behavior. They are also less likely to engage in organizational deviance. One downside is that agreeableness is associated with lower levels of career success. The five personality factors identified in the Big Five model appear in almost all cross-cultural studies. These studies have included a wide variety of diverse cultures such as China, Israel, Germany, Japan, Spain, Nigeria, Norway, Pakistan, and the United States. Generally, the findings corroborate what has been found in U.S. research: of the Big Five traits, conscientiousness is the best predictor of job performance.
- The Dark Triad is a group of negative personality traits including Machiavellianism, narcissism, and psychopathy – all three of which have relevance for organizational behavior. Machiavellianism is the degree to which an individual is pragmatic, maintains emotional distance, and believes that ends can justify means. Narcissism refers to the tendency to be arrogant, have a grandiose sense of self-importance, require excessive admiration, and have a sense of entitlement. And psychopathy is the tendency for a lack of concern for others and a lack of guilt or remorse when their actions cause harm.
- The Dark Triad is a helpful framework for studying the three dominant dark-side traits in current personality research, and researchers are exploring other traits as well. One emerging framework incorporates five additional aberrant compound traits based on the Big Five. First, antisocial people are indifferent and callous toward others. Second, borderline people have low self-esteem and high uncertainty.
- Research shows that the effect of a particular trait on organizational behavior depends on the situation. Two theoretical frameworks that can help explain this are the situation strength theory and trait activation theory. Situation strength in an organization can be analyzed in terms of: Clarity, or the degree to which cues about work duties and responsibilities are available and clear. Consistency, or the extent to which cues regarding work duties and responsibilities are compatible with one another. Constraints, or the extent to which individuals’ freedom to decide or act is limited by forces outside their control. Consequences, or the degree to which decisions or actions have important implications for the organization or its members, clients, suppliers, and so on.
- Trait activation theory predicts that some situations, events, or interventions “activate” a trait more than others. Exhibit 5-3, shown here, provides specific examples of this theory.