This document reports on research investigating whether leadership personality types influence the personality types of employees. A manager and subordinate from a national office supply company completed questionnaires assessing their personalities using the Five Factor Model and measures of individualism vs collectivism. The manager's personality was found to be moderately introverted, as was the subordinate's. This supports the hypothesis that individualistic leaders recruit employees with similar personalities. However, the small sample size limited conclusions for the second hypothesis regarding collectivistic leaders. Overall, the results suggest leadership personality can influence the types of employees recruited, though more research is needed.
A short notes on these
1.Maslow’s Hierarchy Needs Model
2. Herzberg’s Two Factor Theory Of Motivation
3. Theory X and Theory Y
4. McClelland’s Theory of Needs
5. Alderfer’s Erg Theory
6. Reinforcement Theory
Cognitive Architecture to Analyze the Effect of Intrinsic Motivation with Met...IJECEIAES
This research work describes the setup of framework for testing the performance of intrinsically motivated swarm agents over extrinsic motivation. The performance is tested through the simulation. The result demonstrates that agents with intrinsic motivation for specific goal have high metacognitive ability. It also shows group performance of agents with metacognitive ability is better than the group of agents with extrinsic motivation exhibiting cognitive ability. Goal setting theory of motivation is applied to the group of agents in order to analyse the intelligent behaviour of the agents. This research is mainly focusing on why and how group performance by swarm agents is better than individuals. This approach requires design of ambient testbed where swarm agents demonstrate cognitive actions to metacognitive actions. This research is aiming to prove that group performance by swarm agents is higher due to type of agents chosen with intrinsic motivation and thus proves intrinsic motivation is better than extrinsic motivation. Agent behaviour in a group can be analysed using different metrics like resource collection, life expectancy, level of motivation and task assigned.
A short notes on these
1.Maslow’s Hierarchy Needs Model
2. Herzberg’s Two Factor Theory Of Motivation
3. Theory X and Theory Y
4. McClelland’s Theory of Needs
5. Alderfer’s Erg Theory
6. Reinforcement Theory
Cognitive Architecture to Analyze the Effect of Intrinsic Motivation with Met...IJECEIAES
This research work describes the setup of framework for testing the performance of intrinsically motivated swarm agents over extrinsic motivation. The performance is tested through the simulation. The result demonstrates that agents with intrinsic motivation for specific goal have high metacognitive ability. It also shows group performance of agents with metacognitive ability is better than the group of agents with extrinsic motivation exhibiting cognitive ability. Goal setting theory of motivation is applied to the group of agents in order to analyse the intelligent behaviour of the agents. This research is mainly focusing on why and how group performance by swarm agents is better than individuals. This approach requires design of ambient testbed where swarm agents demonstrate cognitive actions to metacognitive actions. This research is aiming to prove that group performance by swarm agents is higher due to type of agents chosen with intrinsic motivation and thus proves intrinsic motivation is better than extrinsic motivation. Agent behaviour in a group can be analysed using different metrics like resource collection, life expectancy, level of motivation and task assigned.
“Exploring the Relationship between Personality and Job Performance” "New App...inventionjournals
This paper investigates the relationship between personality and job performance of the fivefactor model with job performance. Personality psychology is concerned with the analysis and theories surrounded by the personality are related to the five factors. Conscientiousness and extraversion appear to be positively correlated with productivity and performance. Neuroticism and agreeableness are negatively correlated with leadership capabilities. Individuals make high performance on conscientiousness, while individuals missing conscientiousness and having neuroticism tend to perform poorly at work.
The study of motivation is complex. It is a significant study for managers because employees when motivated are stimulated to achieve organizational goals. Employees who are motivated remain focus in a systematic way. Without a knowledge of motivation managers are in danger of guiding the behaviour of subordinates and make mistakes towards the desired outcomes of the organization.
Locus of Control’s Harmonization Effect on Organizational Role Stress and Man...Dr. Krishnanand Tripathi
Do you think that the events in your life - getting hired or getting fired, falling in or out of love, moving from one city to another - are due to your actions or some outside power? How you answer predicts your job satisfaction, stress levels, and how high up you're likely to climb in an organization. Psychologists call it your locus of control. Here's my latest research paper on Locus of Control’s Harmonization Effect on Organizational Role Stress and Managerial Effectiveness. This study is based on a sample of 75 managers working with private organizations belonging to the pharmaceutical, energy and textile sectors. The main objective of the study was to analyze the consequences of the Organizational Role Stress and its impact on management efficiency and the role of Locus of control in balancing in between organizational stress and management efficiency. Looking forwards for your comments and feed backs on it..
Integrative Approach to Work Psychology and The Integration of Multi Criteria...H.Tezcan Uysal
Abstract
The purpose of this study is analysing the work psychology through a holistic view, so
determining the right choice to designate a strategic management move through multi criteria
decision making method, by performing positive and negative work psychology analysis. In the
study, 221 the positive and negative work psychologies perception oriented to employees were
determined through survey method. The data were processed through correlation and regression
methods and a new set of information was obtained for ELECTRE analysis, a multi criteria
decision making method. Thus, the cycle of ELECTRE analysis was provided by using positive
work psychology outputs as alternative, and negative psychology outputs as criteria. In the result
of the analyses related to the work psychologies of employees, a reasonably significant relation
was determined between the outputs of positive and negative work psychologies. However, this
could not set forth which was the action plan to be implemented by managers. This problem was
solved through ELECTRE analysis. In the result of the ELECTRE analysis performed, it was
determined that, among the outputs of positive work psychology, “job satisfaction” was the most
dominant output to enhance the work psychology.
Ud44132 bhu52973 173174_essay on motivation and employee performance - aiu(fi...Donasian Mbonea
The majority of organizations are competing to survive in this volatile and fierce market environment. Motivation and performance of the employees are essential tools for the success of any organization in the long run. On the one hand, measuring performance is critical to organization’s management, as it highlights the evolution and achievement of the organization. On the other hand, there is a positive relationship between employee motivation and organizational effectiveness, reflected in numerous studies (Dobre, 2013).
All organizations want to be successful, even in current environment which is highly competitive. Therefore, companies irrespective of size and market strive to retain their best employees, acknowledging their important role and influence on organizational effectiveness. In order to overcome these challenges, companies should create a strong and positive relationship with its employees and direct them towards task fulfillment. Motivation is important in the organization to boost morale among employees in order to achieve their goals. Motivated employees help the organization to become more success because motivated employees are consistently looking forward to improve their work performance (Ali & Ahmed, 2009). The outcome from a motivated employee will produce high level of productivity since they are enjoying their work. Therefore, they feel satisfied in the workplace which resulted in lower absenteeism and reducing turnover rate. It is not an easy task especially for the managers to retain highly motivated employees within the organization as they are the valuable assets of the organization to achieve success in the future (Kreisman, 2002). Employees are the human capital to the organizations, and performance of them within an organization which can lead to organizational prosperity or failure (Salleh, 2011).Motivation is considered as a predictor of job performance. In other words, the determinants of employee job performance were motivation, aptitudes and skill. Thus, motivated employees with high levels of job involvement are considered as important elements to an organization. In this essay, it attempts to measure the effect of employee motivation towards job performance. Motivation is crucial for organizations to functions; without motivation employees will not put up their best and the company’s performance would be less efficient.
Abusive Supervision is also one of the adopting variable and it is most used in every organization, every organization need to find out the abusive supervision variables in their organization for better productivity.
“Exploring the Relationship between Personality and Job Performance” "New App...inventionjournals
This paper investigates the relationship between personality and job performance of the fivefactor model with job performance. Personality psychology is concerned with the analysis and theories surrounded by the personality are related to the five factors. Conscientiousness and extraversion appear to be positively correlated with productivity and performance. Neuroticism and agreeableness are negatively correlated with leadership capabilities. Individuals make high performance on conscientiousness, while individuals missing conscientiousness and having neuroticism tend to perform poorly at work.
The study of motivation is complex. It is a significant study for managers because employees when motivated are stimulated to achieve organizational goals. Employees who are motivated remain focus in a systematic way. Without a knowledge of motivation managers are in danger of guiding the behaviour of subordinates and make mistakes towards the desired outcomes of the organization.
Locus of Control’s Harmonization Effect on Organizational Role Stress and Man...Dr. Krishnanand Tripathi
Do you think that the events in your life - getting hired or getting fired, falling in or out of love, moving from one city to another - are due to your actions or some outside power? How you answer predicts your job satisfaction, stress levels, and how high up you're likely to climb in an organization. Psychologists call it your locus of control. Here's my latest research paper on Locus of Control’s Harmonization Effect on Organizational Role Stress and Managerial Effectiveness. This study is based on a sample of 75 managers working with private organizations belonging to the pharmaceutical, energy and textile sectors. The main objective of the study was to analyze the consequences of the Organizational Role Stress and its impact on management efficiency and the role of Locus of control in balancing in between organizational stress and management efficiency. Looking forwards for your comments and feed backs on it..
Integrative Approach to Work Psychology and The Integration of Multi Criteria...H.Tezcan Uysal
Abstract
The purpose of this study is analysing the work psychology through a holistic view, so
determining the right choice to designate a strategic management move through multi criteria
decision making method, by performing positive and negative work psychology analysis. In the
study, 221 the positive and negative work psychologies perception oriented to employees were
determined through survey method. The data were processed through correlation and regression
methods and a new set of information was obtained for ELECTRE analysis, a multi criteria
decision making method. Thus, the cycle of ELECTRE analysis was provided by using positive
work psychology outputs as alternative, and negative psychology outputs as criteria. In the result
of the analyses related to the work psychologies of employees, a reasonably significant relation
was determined between the outputs of positive and negative work psychologies. However, this
could not set forth which was the action plan to be implemented by managers. This problem was
solved through ELECTRE analysis. In the result of the ELECTRE analysis performed, it was
determined that, among the outputs of positive work psychology, “job satisfaction” was the most
dominant output to enhance the work psychology.
Ud44132 bhu52973 173174_essay on motivation and employee performance - aiu(fi...Donasian Mbonea
The majority of organizations are competing to survive in this volatile and fierce market environment. Motivation and performance of the employees are essential tools for the success of any organization in the long run. On the one hand, measuring performance is critical to organization’s management, as it highlights the evolution and achievement of the organization. On the other hand, there is a positive relationship between employee motivation and organizational effectiveness, reflected in numerous studies (Dobre, 2013).
All organizations want to be successful, even in current environment which is highly competitive. Therefore, companies irrespective of size and market strive to retain their best employees, acknowledging their important role and influence on organizational effectiveness. In order to overcome these challenges, companies should create a strong and positive relationship with its employees and direct them towards task fulfillment. Motivation is important in the organization to boost morale among employees in order to achieve their goals. Motivated employees help the organization to become more success because motivated employees are consistently looking forward to improve their work performance (Ali & Ahmed, 2009). The outcome from a motivated employee will produce high level of productivity since they are enjoying their work. Therefore, they feel satisfied in the workplace which resulted in lower absenteeism and reducing turnover rate. It is not an easy task especially for the managers to retain highly motivated employees within the organization as they are the valuable assets of the organization to achieve success in the future (Kreisman, 2002). Employees are the human capital to the organizations, and performance of them within an organization which can lead to organizational prosperity or failure (Salleh, 2011).Motivation is considered as a predictor of job performance. In other words, the determinants of employee job performance were motivation, aptitudes and skill. Thus, motivated employees with high levels of job involvement are considered as important elements to an organization. In this essay, it attempts to measure the effect of employee motivation towards job performance. Motivation is crucial for organizations to functions; without motivation employees will not put up their best and the company’s performance would be less efficient.
Abusive Supervision is also one of the adopting variable and it is most used in every organization, every organization need to find out the abusive supervision variables in their organization for better productivity.
CREATIVE SERVANT LEADERSHIP: A NEW WAY OF BEING AND LEADING OTHERSIAEME Publication
The world is crying out for moral, ethical, creative and effective leadership that serves others, invests in their development and fulfills a shared vision. Amongst the many leadership styles the one that best represents the ideals embodied in the human factor (HF) is servant-leadership. Leadership is the process of influencing the activities of an individual and group towards the achievement of a goal. In any given situation creativity and servant leadership have various characteristics in common. Both have attracted attention across world a wide range of professional, educational, and socio-political fields. Creative servant leadership thinking skills and behaviours support a person as a leader.
International Journal of Business and Management Invention (IJBMI)inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online
The present title of the problem is “A comparative study of leadership effectiveness i.e.,
interpersonal relations, intellectual operations, behavioural and emotional stability, ethical and moral strength,
operation as a citizen between male and female in Mizo- population”
Managerial psychology is a sub-discipline of industrial and organizational psychology, which focuses on the efficacy of individuals, groups and organizations in the workplace. It's purpose is to specifically aid managers in gaining a better understanding of the psychological patterns common among individuals and groups within any given organisation. Managerial psychology can be used to predict and prevent harmful psychological patterns within the workplace and can also be implemented to control psychological patterns among individuals and groups in a way that will benefit the organisation long term.
Imperative of Staff Morale on Productivity of Manufacturing Companies in Nigeriaijtsrd
This study seeks to identify the factors, which affect staff morale in the organization and then make suggestions to ensure continues high morale of staff in the organization. The continues high morale of staff is of great interest and benefit to management who wish to enhance productivity on one hand and quality of working life on the other. Questionnaire is used as the main instrument for the collection of data as well as personal interviews and chats. using the simple random sampling technique. The main analytical tool, used is the Pearson Product Moment Correlation Coefficient. The data collected were collated and analysed using the Statistical Package for Social Sciences SPSS . The findings revealed that there is a negative and non significant correlation between staff morale in the organization and job characteristics with correlation coefficient r of 0.04. This indicates that job characteristic has little effect on the morale of the individual staff. There is also a negative and non significant relationship between staff morale and leadership characteristic. On the other hand the findings show a negative but significant relationship between staff morale and labour turnover while there exists a positive and significant relationship between staff morale and job satisfaction. Dr. Odogu Laime Isaac | Ogbogi Gabriel "Imperative of Staff Morale on Productivity of Manufacturing Companies in Nigeria" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-7 | Issue-6 , December 2023, URL: https://www.ijtsrd.com/papers/ijtsrd61310.pdf Paper Url: https://www.ijtsrd.com/management/other/61310/imperative-of-staff-morale-on-productivity-of-manufacturing-companies-in-nigeria/dr-odogu-laime-isaac
Annotated Bibliography – Part 115MGMT 8410 Assignment A.docxjustine1simpson78276
Annotated Bibliography – Part 1 15
MGMT 8410 Assignment: Annotated Bibliography – Part 1
Uchenna Ohaeri, [email protected]
Student ID #: A00647580
Program: PhD in Management
Specialization: Leadership and Organizational Change
Faculty: Terry McGovern, [email protected]
Walden University
September 4, 2016
Scandura, T. A., & Pellegrini, E. K. (2008). Trust and leader-member exchange: A closer look at relational vulnerability. Journal of Leadership & Organizational Studies, 15(2), 101–110. doi: 10.1177/1548051808320986
The study by Scandura and Pellegrini examined the effect of trust in a leader-member exchange (LMX) quality, which they conducted amongst 228 full-time employed professionals enrolled in an Executive MBA program at a large Southeastern University. The authors achieved this by espousing Lewicki, Bunker, and Stevenson’s 11-item scaling method, which explored the Calculus-Based Trust (CBT), and Identification-Based Trust (IBT) scales. The scales are rated on the Cronbach alpha index to show their proportionality and linearity with LMX. Scandura and Pellegrini’s study revealed that a third-order “S-shaped” polynomial relationship existed between the CBT and LMX. They also found out that a linear relationship existed between the IBT and LMX, thereby providing support for their Hypothesis number 2.
The authors’ work draws strength from some four decades of available leadership researches and their opposition with leadership styles. Their main proposition is connected to the fact that leaders differentiate in their dyadic relationship with followers rather than espousing a particular leadership style with other members of the team or group. According to them, recent studies has resulted to the LMX research development, which in their view, asserts that the supervisor–subordinate dyad exist between two different possibilities ranging from “low-quality” relationship to “high-quality” relationships.
Scandura & Pellegrini’s finding reveals the significance of trust in the leader as a valuable tool between LMX and performance. This is affirmative, as the LMX concept is analyzed as a “trust-building” process. The implications of this study of the social exchange theory (SET) are that it will help in providing strategies on how ethical leaders affect organizational goals and outcomes. Some researchers posit that the SET suggests that team members and employees requite the leaders' behavior on them on a mutual ground. Relationship in social exchange can eventually evolve which is characterized by good levels of trust and diminished levels of control. The important concern is that it is pertinent to note that some of the LMX parameters have measures that are directly correlated with the concept of trust. I contend that power distance, which is an important cultural factor in any social exchange, may have an influence in an LMX relationship. Consequently, further research should be conducted in order to investigate the.
Assignment 1 The Role of the Leader and the VisionIn this modul.docxdeanmtaylor1545
Assignment 1: The Role of the Leader and the Vision
In this module, you reviewed the role of organizational visions and the role of the leader with respect to the vision. When leaders are aware of their mental models and leadership skills, they are more equipped to recognize their connection to the vision and engage team members in a shared vision.
Use resources from professional literature in your research.
academic articles regarding the role of the leader and the vision of an organization. On the basis of your research and experience, in a minimum of 400 words, respond to the following points:
· Discuss at least three action items related to your organization's vision.
· Discuss how the organizational vision can influence ethics in an organization. How does modeling relate to the vision?
· Relate your discussion post to your professional and personal experiences, as applicable.
Designing the perfect leader
Understanding the roles of professionalism and personality
Review
One of the perennial challenges facing leaders is which side of the fence they sit on
regarding the “personality versus process” debate. Typically, one group of leaders will
firmly believe in the cult of personality, and will trust in their own vision and their will to
impose it on their organization. However, in the other camp, there will be those who believe
it is all about process and control, that “what can’t be measured, can’t be managed”. Sadly,
the greater challenge is often missed, which is not how you implement one over the other
but how you reconcile them.
No matter how clear a vision or policy the person at the top has, they are dealing with
people, and people will blur the edges, whatever the prevailing ethos. For example,
imagine that a company has a choice of candidates for a new Chief Executive officer
(CEO). One has a high achieving record as a finance director exerting complete control
over their divisional; the other is equally well qualified, but as a creative director in the
marketing division. Who will lead the company most effectively? Or more pertinently, who
will be able to dovetail the two key drivers of professionalism and personality?
Horns of a dilemma
This decision relates directly to the nub of the argument for an article by Mastrangelo et al.
(2014) entitled “The relationship between enduring leadership and organizational
performance”. In the paper, the authors seek to explore the effect of professional
leadership behaviors (task-oriented, setting up processes) and personal leadership
behaviors (people-oriented, trust-building) on the intentions of employees to cooperate.
The central thesis held by the authors is that employee intentions are controlled by
professional leadership, but this is done through the existence of personal leadership
behaviors.
Enduring leadership
Let us take the example, then, of the new CEO of the company above, where the Board
decided they needed someone who exhibited primarily professional leadership.
A STUDY ON LEADERSHIP BEHAVIOR AND JOB SATISFACTION AMONG HOSPITAL EMPLOYEES ...IAEME Publication
The purpose of the study is to investigate the leadership behaviors and job satisfaction within employees in order to advance the understanding of these concepts as well as to comprehend the relationships among them. The study will gain better understanding of the predictability of job satisfaction based on leadership behavior the study will examine the causal relationships that exist between leadership behavior and job satisfaction in order to determine what direct or indirect impact each of them. The study collected data from employees working in hospitals. The sample size for the study is 120 by adopting purposive sampling technique.
Lesson Four Leadership Behaviors and their Ethical Implications.docxsmile790243
Lesson Four: Leadership Behaviors and their Ethical Implications
Lesson Three discussed three of the most prominent ethical theories, as well as their application to The Trolley Problem in order to assess relative consequences. Lesson Four will introduce some of the most prominent behavioral theories concerning leadership as well as their ethical implications.
Behavioral Theories
In Lesson Two, we discussed some of the early leadership research, which attempted to identify qualities that were always associated with effective leaders, and which were largely unsuccessful. However, subsequent to these efforts, researchers in the field then turned their focus to the types of behaviors that leaders exhibit, hoping that this work might reveal some patterns of successful perspectives, habits, etc. These studies were conducted at some of the finest universities across the country, and while there were some very general similarities in the results of many of the major studies, the implications varied from case to case. We will now examine each of these studies in greater detail in order to understand their findings and implications.
One brief preface is helpful here. The studies discussed below each varied in their research parameters, methodology, and findings. However, one factor that was fairly consistent throughout was the way in which leadership efficacy was defined. Generally, the studies discussed herein looked at leadership effectiveness with respect to two metrics: performance, or the productivity of the teams investigated in terms of the work they do (quality and quantity), and satisfaction, or the degree to which teams were happy performing work under their respective leaders. This is not an uncommon way of measuring efficacy (Judge, Thoresen, Bono, & Patton, 2001), and it goes without saying that both of these factors are quite relevant. Teams must be able to produce at an acceptable level, but if they aren’t also content with the circumstances of their work, then such teams aren’t likely to sustain performance for any extended period of time.
· University of Iowa Studies: One set of studies were conducted by researchers at the University of Iowa. The results of these studies concluded that all leaders adopted one of three different leadership styles: Autocratic, Democratic, and Laissez-Faire (Rafiq Awan & Mahmood, 2010). Autocratic leaders, as the name suggests, run their operations like dictators, making decisions unilaterally and seeking very little input or participation from followers. Democratic leaders, by contrast, adopt a very participative style of leadership, involving followers in all major decisions, either through a ‘notice and comment’ style dialogue before decisions are rendered, or through an informal voting-style procedure. Finally, “Laissez-Faire” is a French term that means to “let do” or to “let be”. It is commonly used in the phrase “Laissez-Faire Capitalism” to describe the American-style economy where governmen ...
BBA 3451, Organizational Theory and Behavior 1 CourseMargaritoWhitt221
BBA 3451, Organizational Theory and Behavior 1
Course Learning Outcomes for Unit II
Upon completion of this unit, students should be able to:
2. Discuss human aspects of an organization.
2.1 Identify the five types of individual behavior in organizations.
2.2 Describe the Big Five personality dimensions and how they relate to individual behavior in
organizations.
2.3 Discuss the ways to improve perceptions in organizational situations.
Course/Unit
Learning Outcomes
Learning Activity
2.1
Unit Lesson
Chapter 2: Individual Behavior, Personality, and Values, pp. 32–44, 45–51
Chapter 3: Perceiving Ourselves and Others in Organizations
Unit II Podcast
Unit II Essay
2.2
Unit Lesson
Chapter 2: Individual Behavior, Personality, and Values, pp. 32–44, 45–51
Unit II Podcast
Unit II Essay
2.3
Unit Lesson
Chapter 2: Individual Behavior, Personality, and Values, pp. 32–44, 45–51
Chapter 3: Perceiving Ourselves and Others in Organizations
Unit II Podcast
Unit II Essay
Reading Assignment
Chapter 2: Individual Behavior, Personality, and Values, pp. 32–44, 45–51
Chapter 3: Perceiving Ourselves and Others in Organizations
Click here to access the Unit II Podcast. (Click here to access the transcript of the Unit II Podcast.)
Unit Lesson
In the podcast below, Chantell Cooley, Dayna Fuller, and Caroline Walters discuss ways in which personality
tests can be used within the workplace. Dayna, Chantell, and Caroline share their experiences with you as
well as helpful tips.
Click here to access the Unit II Podcast. (Click here to access the transcript of the Unit II Podcast.)
UNIT II STUDY GUIDE
Individual Behaviors and Perceiving
Ourselves and Others
https://online.columbiasouthern.edu/bbcswebdav/xid-64050504_1
https://online.columbiasouthern.edu/bbcswebdav/xid-64050886_1
https://online.columbiasouthern.edu/bbcswebdav/xid-64050504_1
https://online.columbiasouthern.edu/bbcswebdav/xid-64050886_1
BBA 3451, Organizational Theory and Behavior 2
UNIT x STUDY GUIDE
Title
Individual Behavior, Personality, and Values
To begin this unit, let us think about two entities: a large corporation comprised of hundreds of people and a
major league sports team (e.g., a hockey team comprised of 25 players or a professional football team
comprised of 80 players). These
represent a good cross section of
organizational behavior. These
units face the same individual
types of behavior. Refer to the
MARS model shown in Exhibit 2.1
on page 32 of the textbook;
MARS represents motivation,
ability, role perceptions, and
situational factors (McShane &
Von Glinow, 2018). Looking at
each example in the model, they
all contribute to the five types of
individual behavior in the
workplace.
Task Performance
Within a corporation, employees need to add value to gain market share, increase growth, maintain a
competitive advantage, and control cost for their company. Also, their task perfor ...
TRAIT THEORIES Throughout history, strong leaders—Buddha, Napoléon.docxturveycharlyn
TRAIT THEORIES Throughout history, strong leaders—Buddha, Napoléon, Mao, Churchill, Roosevelt, Reagan—have been described in terms of their traits. Trait theories of leadership thus focus on personal qualities and characteristics. We recognize leaders like South Africa’s Nelson Mandela, Virgin Group CEO Richard Branson, Apple co-founder Steve Jobs, and American Express Chairman Ken Chenault as charismatic, enthusiastic, and courageous. The search for personality, social, physical, or intellectual attributes that differentiate leaders from non-leaders goes back to the earliest stages of leadership research. Early research efforts to isolate leadership traits resulted in a number of dead ends. A review in the late 1960s of 20 different studies identified nearly 80 leadership traits, but only five were common to four or more of the investigations. By the 1990s, after numerous studies and analyses, about the best we could say was that most leaders “are not like other people,” but the particular traits that characterized them varied a great deal from review to review. It was a confusing state of affairs. A breakthrough, of sorts, came when researchers began organizing traits around the Big Five personality (ambition and energy are part of extraversion, for instance), giving strong support to traits as predictors of leadership. A comprehensive review of the leadership literature, when organized around the Big Five, has found extraversion to be the most important trait of effective leaders, but it is more strongly related to the way leaders emerge than to their effectiveness. Sociable and dominant people are more likely to assert themselves in group situations, but leaders need to make sure they’re not too assertive—one study found leaders who scored very high on assertiveness were less effective than those who scored moderately high. Unlike agreeableness and emotional stability, conscientiousness and openness to experience also showed strong relationships to leadership, though not quite as strong as extraversion. Overall, the trait approach does have something to offer. Leaders who like being around people and are able to assert themselves (extraverted), who are disciplined and able to keep commitments they make (conscientious), and who are creative and flexible (open) do have an apparent advantage when it comes to leadership, suggesting good leaders do have key traits in common. One reason is that conscientiousness and extraversion are positively related to leaders’ self-efficacy, which explained most of the variance in subordinates’ ratings of leader performance.5 People are more likely to follow someone who is confident she’s going in the right direction. Another trait that may indicate effective leadership is emotional intelligence (EI), discussed in Chapter 4. Advocates of EI argue that without it, a person can have outstanding training, a highly analytical mind, a compelling vision, and an endless supply of terrific ideas but still not make a ...
Running head EMPLOYEE WORK BEHAVIOR 1EMPLOYEE WORK BEHAVIOR.docxtodd271
Running head: EMPLOYEE WORK BEHAVIOR 1
EMPLOYEE WORK BEHAVIOR 6
Capella University
Course: Psy7868 Qual Design and analysis
Unit 4 Assignment 1
Instructor: Rosanne Roberts
February 10, 2020
Employee Work Behavior
Psychologist have conducted numerous studies regarding employee work behavior. Such studies have been geared at assisting managers in shaping employee behaviors in ways that maximize their productivity. Employee behavior is shaped by attitudes, cultural norms and the quality of work interactions. Employee behavioral studies are consequential in understanding the underlying motivations of workers in a work environment. There is a direct correlation between employee and organization behavior. This partly explains why I selected the topic.
Behavioral psychologists agree that the productivity of entity is premised on the staff behavior. Highly motivated employees tend to exhibit a positive behavior regarding the trajectory of an enterprise. However, psychologists generally disagree on ideal methods of inculcating positive behavior in a work setting. For instance, Abraham Maslow stipulates that business enterprises can positively shape the behavior of their employees by catering for their needs (Neher, 2017). Maslow argued that employees are mainly motivated to seek for job opportunities in order to satisfy necessities like food, security and shelter. An enterprise that adequately meets employee concerns in this arena will have motivated employees who exemplify positive work etiquette. The growing trend towards workaholism is another aspect of staff behavior that psychologists have been studying. Whereas personal attributes like a strive for greater achievement, perfectionism and motivation are responsible for the phenomenon, some studies have indicated otherwise (Andreassen & Pallesen, 2016). The tough economic environment has partially contributed to the trend. Employees are compelled to work overtime or undertake two jobs to make ends meet. This disputes the notion that workaholics are naturally born. Workaholism is an adaptive characteristic to a work environment. Workaholism is closely linked to excessive work patterns. The pattern can be attributed to the emergence of strict organization behaviors that emphasize on work quality and quantity (Kirrane, Breen & O'Connor, 2018). It is thereby common to find employees who work for long hours.
This topic aligns with my psychology specialization in many aspects. First, it provides a rationale for effective exploitation of human effort. The study of employee psychology in the execution of duties is crucial in determining whether an organization has instituted humane policies that encourage employee productivity (Bakker et al., 2013). Employees should not be mechanically exploited like machines. Secondly, employee behavioral studies are vital in explaining why some organization succeed while others fail. The secret lies on how the human resource is applied. The c.
The managerial ability for leaders becomes a critical matter to achieve organizational effectiveness. This study aims to describe the profile of school principals in Yogyakarta. A total of 39 principals in elementary school and senior high school participated in this study. Data was collected using the Myers-Briggs Type Indicator (MBTI) and Management Style Diagnostic Test (MSDT). The results showed that the dominant personality character is the components of openness, relationships, confidence, persistence, and combined with opportunities for creative and macro thinking. The principal's management style is dominated by Bureaucrat's type, which signifies compliance with the organization's rules and regulations and, combined with the Developer that allows a harmonious relationship between subordinate superiors to make efforts to develop.
Predicting managerial styles: Is the Myers-Briggs Type Indicator still useful?
PSY130_3_43915833
1. Do Individualistic and Collectivistic
Leadership Personalities Influence
Employee Personality Types?
Word Count: 1718.
Wayne Harper – ID: 43915833
Macquarie University, Sydney, Australia.
Abstract:
Specific personality dimensions are investigated using the Five Factor Model and
International Personality Item Pool (IPIP) concept. The purpose was to see if leadership
personality types have any impact on the personality types of employees. The research report
used a questionnaire style format to first determine the participant’s specific personality type,
and second, to establish whether the participants were either individualistic or collectivistic.
The result from a manager’s questionnaire was then compared to that of their subordinate. It
was expected that the manager would show higher tendencies toward an extroverted
(collectivistic) personality than their subordinate. However, there appeared no real difference
between personality types. The manager returned a ‘moderate introversion’ personality
rating, as did their subordinate. This result supported hypothesis 1; in-so-far as introverted
leadership personality types could be used as a predictor into the personality types of
company employees (and possibly even vice versa).
Edgar Schein said, “an organisation’s culture begins life in the head of its founder”
(1995, pp. 221). It is the leader’s vision that is the driving force behind the culture of
any business. At the centre of an organisation’s culture are its employees. Bringing
these two issues together can be difficult. The responsibility on leaders to ensure the
business employs people that have the right ‘fit’ is high.
Discussing leadership in the context of this report requires that it first be defined.
McShane, Olekalns & Travaglione (2014, pp. 382) describe it as a “person(s) ability
to influence, motivate and enable others to contribute towards the effectiveness and
success of the organisation to which they are members”. Personality is said to play an
important part in effective leadership, as it influences their behaviour and actions.
2. Personality theory states that “everyone possesses specific traits or clusters of
thoughts, feelings and behaviours that allow us to identify, differentiate & understand
people.” (McShane et al. 2014, pp. 44). So how much influence does a leader’s
personality have on their perception of people when it comes to employment? What
criteria must potential employees meet to be successful in the eyes of their
prospective employer?
Of particular interest is the impact an individualist characteristic has, compared to a
collectivist one, on leadership decisions in recruitment? Individualist personalities are
inextricably linked to introversion (quiet, shy & cautious characteristics), whilst
collectivist personalities are more associated to extraversion (outgoing, assertive,
sociable). Costa & McCrae (cited by Judge & Bono 2000, pp.753) noted that
extraversion, or the lack of (that being introversion), is one of the Five-Factor Model
dimensions, strongly associated with leadership roles. As Parkes, Bochner
& Schneider’s (2001, pp. 95) research found, collectivists stay longer in organisations
then individualists. This is an important point because, for the vision of a leader to be
fulfilled, longer tenures would be required to help them achieve any continuity in
decision-making.
There are studies discussing how leadership has a direct impact on workplace
behaviour (Brown & Treviño, 2006), on meeting work-related outcomes (Parkes et al,
2001) and on employee motivation and values (Bruhn, 2005), all of which discuss
how leadership influences organisational culture through positive interactions with
employees, regardless of personality type. However there appears little on how much
of a direct impact particular leadership personality types have on employing particular
employee personality types.
This report will use the ‘Five Factor Model’ personality theory – due to its
“widespread acceptance” (Judge & Bono 2000, pp. 752); to help define the five basic
personality dimensions of conscientiousness, agreeableness, neuroticism, open to
experiences and extraversion. Then, overlaying the concepts of individual versus
collective personalities and ‘value congruence’, it will test the following hypotheses
that:
3. H1: Individualistic (introvert) leaders recruit similar personality types in employees.
H2: Collectivistic (extrovert) leaders recruit similar personality types in employees.
Method:
Participants:
The participants involved in this research were one male senior manager of a national
office supply company with an Australian background and one female subordinate
with a Portuguese background who had been directly employed by the first
participant. They were chosen from this author’s personal network of business
acquaintances. These candidates were selected because they worked for a company
that, through the normal course of its multifaceted business, would be exposed to
various experiences, issues, people & cultures. Furthermore, their working
relationship ties in directly with the hypotheses mentioned – that being the leader had
directly recruited the subordinate. The participants are aged 36 and 37 respectively,
giving a mean age of 36.5.
Materials:
This report undertook a questionnaire style interview that was divided into two parts.
Questions one & two were used to establish their personality type using the ‘Big-5’ or
‘Five Factor Model’ (FFM). The context of question 2 would change depending on
the participant. If the participant was a subordinate the question would ask ‘what they
looked for in a manager’, whereas, if the participant was a manager it would then ask
them ‘what they looked for in a subordinate’. Question 3 borrows from Goldberg’s
(1999) freely available International Personality Item Pool (IPIP) works. It questions
& scoring key are sourced from McShane et al. (2014, pp. 62, 63 & 545), to
determine whether participants were of an introverted (individualistic) personality, or
an extroverted (collectivistic) personality.
Procedure:
Answers were collected from all participants during a face-to-face interview style
questionnaire (see appendix ‘a’ and ‘b’), on the 24th
January 2015 and the 14th
February 2015, respectively. The first respondent (manager) took a little over 12
4. minutes to complete the questions, whilst the second respondent (subordinate) took
closer to 20 minutes.
Results:
The results from the ‘managers’ questionnaire found that based on FFM modelling in
part 1, he had mid to high tendency towards all dimensions with exception of
‘Neuroticism’, where he returned a low score. In part 2 using the International
Personality Item Pool (IPIP) scale, he sat in the ‘Between extroversion &
introversion’ range. The ‘subordinate’ results for the FFM portion were similar to the
manager’s, also scoring mid to high on all bar personality dimensions. In part 2, her
results placed her in the ‘Moderate extroversion’ range. On face value, the results
appear to support the premise that a certain leadership personality type does attract the
same type of subordinate.
Hypothesis 1, which stated, “Individualistic (introvert) leaders recruit similar
personality types in employees could be tested, as these results show both participants
tending towards introversion. The results seem to support the 1st
hypothesis. Part 2 of
the questionnaire was designed to identify whether the participant’s personality was
introverted – thereby individualistic; or extroverted – thereby collectivistic. As no
participant was identified as an extrovert, hypothesis 2 could not be tested and should
be noted as inconclusive.
Discussion:
On face value, the data gained from this research seems to support the first hypothesis
that ‘Individualistic (introvert) leaders recruit similar personality types in employees’.
As both participants were ‘moderately introverted’, a conclusion could be drawn
supporting the theory that leadership personality types seem to exhort influence on
employee personality types. With no extroverted personalities in the research data, no
conclusions could be made on hypothesis 2, which stated ‘Collectivistic (extrovert)
leaders recruit similar personality types in employees’. Whilst the list of participants
was not extensive, some meaningful comparisons can still be extracted.
5. Referencing the FFM graphical data below (also see appendix ‘c’), you can see that
with both the manager & subordinate, there is a positive relationship between
emotional stability versus work motivation and performance. The manager’s
emotional stability was comparable to his subordinate’s. The same can be said for
work motivation and performance. Again similar readings are shown. Interestingly,
the manager’s expectation of subordinates in emotional stability plus motivation and
performance match, not only his own readings but also that of his subordinates and
their own expectations of managers.
Graph 1 -Manager (OWN):
Graph 2 – Subordinate (OWN):
a/c b/d c/e Interpretation
Manager (OWN) 2 1 3 6
Manager (SUBORDINATE) 2 3 3 8
0
1
2
3
4
5
6
7
8
9
Rating
Emotional Stability
a/c b/d c/e Interpretation
Subordinate (OWN) 2 3 2 7
Subordinate (MANAGER) 2 3 3 8
0
1
2
3
4
5
6
7
8
9
Rating
Emotional Stability
6. Graph 3 -Manager (OWN):
Graph 4 -Subordinate (OWN):
As stated earlier, little research could be found covering both hypotheses holistically.
Whilst both participants are individualistic by nature, their results seem to support
research undertaken by Hofmann & Jones, which states that “as individuals in a
collective work together, they begin to develop shared expectations that, in turn, lead
to the emergence of observable behavioural regularities” (2005, pp. 510). This was
not a theory mentioned earlier but is warranted mentioning here in light of the results.
However, as participants in this report were found to be individualistic, solid
comparisons could not be made with research by Hofmann & Jones (2005), which
only investigated collectivistic personality types.
Perhaps there is a reason why companies develop a values hierarchy? In some form,
companies look to homogenise cultural values to ensure a best ‘person – organisation
a/c b/d c/e Interpretation
Manager (OWN) 3 2 2 7
Manager (SUBORDINATE) 3 2 2 7
0
1
2
3
4
5
6
7
8
Rating
Work Motivation & Performance
a/c b/d c/e Interpretation
Subordinate (OWN) 2 3 3 8
Subordinate (MANAGER) 3 2 2 7
0
1
2
3
4
5
6
7
8
9
Rating
Work Motivation & Performance
7. fit’ scenario. Value congruence by way of employment selection criteria – e.g.
managers recruiting employees with same personalities and values; seems a logical
way to ensure employees are compatible with the organisation. As raised by McShane
et al., this does “contribute to higher job satisfaction, loyalty and organisational
citizenship, as well as lower stress and employee turnover.” (2014, pp. 51).
It does raise some further questions which both highlight the limitations of this report,
as well as grounds for future study. Firstly, how can one be sure that individualistic
subordinate personalities eventually adopt behaviour of the collective (their leaders)?
Secondly, why exactly is there little deviation between the participant’s own
personality compared with their expectation of others? Can it simply be stated that it
is a result of the individual’s need to avoid conflict by seeking similar personality
traits? Or possibly Hofmann & Jones’s research on individuals working in a collective
(2005, pp. 510) has the answer. Further investigation is required.
The relationship between manager and subordinate is one that echoes throughout all
industries and sectors. The implications of this research are not limited to the scope of
this report. For example, the ‘manager – v – subordinate’ paradigm investigated here,
could easily be overlayed on the ‘customer – v – service provider’ relationship (and
vice versa), to see whether either customer or service provider personality/culture
types, influence who they choose to do business with.
In order to expand and improve on this research, the following recommendations are
made that may help shed some light on these issues. Firstly, a more in-depth
questioning method like a ‘multifactor leadership questionnaire’ or (MLQ) could be
used that may allow for more detailed analysis of leadership types. Of most
importance to any research endeavour, would be to ensure a large participant pool is
involved. This allows for a greater coverage of potential answers lending itself to a
more comprehensive survey result.
8. References:
Brown, ME & Treviño, LK 2006, ‘Socialized Charismatic Leadership, Values
Congruence, and Deviance in Work Groups’, Journal of Applied Psychology,
Vol.91 (4), pp.954-962, viewed 29 January 2015, EBSCOhost database.
Bruhn, JG 2005, ‘Looking good, but behaving badly: leader accountability and
ethics failure’, The health care manager, Vol.24 (3), pp.191-9, viewed 29
January 2015, EBSCOhost database.
Goldberg, LR 1999, ‘International Personality Item Pool: A Scientific Collaboratory
for the Development of Advanced Measures of Personality Traits and Other
Individual Differences’, viewed 8th
February 2015, <http://ipip.ori.org/>
Hofmann, DA, Jones, LM 2005, ‘Leadership, Collective Personality, and
Performance’, Journal Of Applied Psychology, Vol.90 (3), pp.509-522,
viewed 31 January 2015, EBSCOhost database.
Judge, TA, Bono, JE, 2000, ‘Five-Factor Model of Personality and Transformational
Leadership’, Journal of Applied Psychology, Vol.85 (5), pp.751-765, viewed
06 February 2015, EBSCOhost database.
McShane, SL, Olekalns, M & Travaglione, A 2013, Organisational Behaviour:
Emerging Knowledge’, Global Insights, McGraw-Hill Education (Aust) Pty
Ltd, NSW.
Parkes, L, Bochner, S & Schneider, S 2001, ‘Person–Organisation Fit Across
Cultures: An Empirical Investigation of Individualism and Collectivism’,
Applied Psychology, Vol.50 (1), pp.81-108, viewed 22 December 2014,
EBSCOhost database.
Schein, EH 1995, ‘Organizational culture and leadership’, Family Business Review,
Vol.8 (3), pp.221-238, viewed 28 January 2015, Sage Journals database.
9. Appendix a:
QUESTIONNAIRE TRANSCRIPT (Manager):
Describe yourself as you generally are now, not as you wish to be in the future. Describe
yourself as you honestly see yourself, in relation to other people you know of the same sex as
you are, and roughly your same age. So that you can describe yourself in an honest manner,
your responses will be kept in absolute confidence.
PART 1: Five Factor Model Personality Dimensions
(Source: McShane et al. 2014, pp. 44).
1. Answer the following as honestly as you can about how you perceive yourself. Give a rating
of between 1 (low), 2 (medium) or 3 (high) for the following:
a. Do you think you are agreeable (courteous, good-natured, empathic, caring)?
1 / 2 / 3
b. Do you feel you are without neurotic tendencies (anxious, hostile, depressed)?
1 / 2 / 3
c. Do you think you are conscientious (careful, dependable, self-disciplined)?
1 / 2 / 3
d. Do you feel you are open to experiences (imaginative, creative, curious, sensitive)?
1 / 2 / 3
e. Do you believe you are extroverted (outgoing, talkative, sociable, assertive)?
1 / 2 / 3
2. Answer the following as honestly as you can about what you look for in manager/subordinate.
Give a rating of between 1 (low), 2 (medium) or 3 (high) for the following:
a. How important is agreeableness (courteous, good-natured, empathic, caring)?
1 / 2 / 3
b. What level of neurotic tendencies (anxious, hostile, depressed) would impact your
interaction with manager/subordinate?
1 / 2 / 3
c. How important is conscientiousness in manager/subordinate (careful, dependable,
self-disciplined)?
1 / 2 / 3
d. How important is employing/working with people who are open to experiences
(imaginative, creative, curious, sensitive)?
1 / 2 / 3
e. Do you value extroversion in manager/subordinate (outgoing, talkative, sociable,
assertive)?
1 / 2 / 3
FFM scores for questions a, b & c Interpretation:
OWN SUBORDINATE OWN SUBORDINATE
0-3 0-3 Low Emotional Stability Low Emotional Stability
4-6 4-6 Medium Emotional Stability Medium Emotional Stability
7-9 7-9 High Emotional Stability High Emotional Stability
FFM scores for questions c, d & e Interpretation:
OWN SUBORDINATE OWN SUBORDINATE
0-3 0-3 Low Work Motivation & Performance Low Work Motivation &
Performance
4-6 4-6 Medium Work Motivation &
Performance
Medium Work Motivation &
Performance
7-9 7-9 High Work Motivation & Performance High Work Motivation &
Performance
Emotional
Stability –
Getting Along.
See scoring key
below
Motivation &
Performance –
Getting Ahead.
See scoring key
below
Emotional
Stability –
Getting Along.
See scoring key
below
Motivation &
Performance –
Getting Ahead.
See scoring key
below
10. PART 2: International Personality Item Pool (IPIP) Introversion-Extraversion scale
(Source: Goldberg, LR 1999, <http://ipip.ori.org/>).
3. Indicate for each statement whether it is 1. Very Inaccurate, 2. Moderately Inaccurate,
3. Neither Accurate Nor Inaccurate, 4. Moderately Accurate, or 5. Very Accurate as a
description of you.
For statements 1, 2, 6, 8, 9: "Very Inaccurate" = 0, "Moderately Inaccurate" = 1, "Neither
Inaccurate nor Accurate" = 2, "Moderately Accurate" = 3, and "Very Accurate" = 4.
For statements 3, 4, 5, 7, 10: "Very Inaccurate" = 4, "Moderately Inaccurate" = 3, "Neither
Inaccurate nor Accurate" = 2, "Moderately Accurate" = 1, and "Very Accurate" = 0.
IPIP Introversion-Extroversion score: Interpretation:
35-40 High extroversion
28-34 Moderate extroversion
21-27 Between extroversion & introversion
7-20 Moderate introversion
0-6 High introversion
Date: ___24.01.2015__________ Start: _11:00am___ Finish: _11:12am___
Very
Inaccurate
Moderately
Inaccurate
Neither
Accurate
Nor
Inaccurate
Moderately
Accurate
Very
Accurate
1. Am the life of the
party.
О О О О О
2. Feel little concern for
others.
О О О О О
3. Am always prepared. О О О О О
4. Get stressed out easily. О О О О О
5. Have a rich
vocabulary.
О О О О О
6. Don't talk a lot. О О О О О
7. Am interested in
people.
О О О О О
8. Leave my belongings
around.
О О О О О
9. Am relaxed most of
the time.
О О О О О
10. Have difficulty
understanding abstract
ideas.
О О О О О
11. Appendix b:
QUESTIONNAIRE TRANSCRIPT (Subordinate):
Describe yourself as you generally are now, not as you wish to be in the future. Describe
yourself as you honestly see yourself, in relation to other people you know of the same sex as
you are, and roughly your same age. So that you can describe yourself in an honest manner,
your responses will be kept in absolute confidence.
PART 1: Five Factor Model Personality Dimensions
(Source: McShane et al. 2014, pp. 44).
1. Answer the following as honestly as you can about how you perceive yourself. Give a rating
of between 1 (low), 2 (medium) or 3 (high) for the following:
a. Do you think you are agreeable (courteous, good-natured, empathic, caring)?
1 / 2 / 3
b. Do you feel you are without neurotic tendencies (anxious, hostile, depressed)?
1 / 2 / 3
c. Do you think you are conscientious (careful, dependable, self-disciplined)?
1 / 2 / 3
d. Do you feel you are open to experiences (imaginative, creative, curious, sensitive)?
1 / 2 / 3
e. Do you believe you are extroverted (outgoing, talkative, sociable, assertive)?
1 / 2 / 3
2. Answer the following as honestly as you can about what you look for in manager/subordinate.
Give a rating of between 1 (low), 2 (medium) or 3 (high) for the following:
a. How important is agreeableness (courteous, good-natured, empathic, caring)?
1 / 2 / 3
b. What level of neurotic tendencies (anxious, hostile, depressed) would impact your
interaction with manager/subordinate?
1 / 2 / 3
c. How important is conscientiousness in manager/subordinate (careful, dependable,
self-disciplined)?
1 / 2 / 3
d. How important is employing/working with people who are open to experiences
(imaginative, creative, curious, sensitive)?
1 / 2 / 3
e. Do you value extroversion in manager/subordinate (outgoing, talkative, sociable,
assertive)?
1 / 2 / 3
FFM scores for questions a, b & c Interpretation:
OWN SUBORDINATE OWN SUBORDINATE
0-3 0-3 Low Emotional Stability Low Emotional Stability
4-6 4-6 Medium Emotional Stability Medium Emotional Stability
7-9 7-9 High Emotional Stability High Emotional Stability
FFM scores for questions c, d & e Interpretation:
OWN SUBORDINATE OWN SUBORDINATE
0-3 0-3 Low Work Motivation & Performance Low Work Motivation &
Performance
4-6 4-6 Medium Work Motivation &
Performance
Medium Work Motivation &
Performance
7-9 7-9 High Work Motivation & Performance High Work Motivation &
Performance
Emotional
Stability –
Getting Along.
See scoring key
below
Motivation &
Performance –
Getting Ahead.
See scoring key
below
Emotional
Stability –
Getting Along.
See scoring key
below
Motivation &
Performance –
Getting Ahead.
See scoring key
below
12. PART 2: International Personality Item Pool (IPIP) Introversion-Extraversion scale
(Source: Goldberg, LR 1999, <http://ipip.ori.org/>).
3. Indicate for each statement whether it is 1. Very Inaccurate, 2. Moderately Inaccurate,
3. Neither Accurate Nor Inaccurate, 4. Moderately Accurate, or 5. Very Accurate as a
description of you.
For statements 1, 2, 6, 8, 9: "Very Inaccurate" = 0, "Moderately Inaccurate" = 1, "Neither
Inaccurate nor Accurate" = 2, "Moderately Accurate" = 3, and "Very Accurate" = 4.
For statements 3, 4, 5, 7, 10: "Very Inaccurate" = 4, "Moderately Inaccurate" = 3, "Neither
Inaccurate nor Accurate" = 2, "Moderately Accurate" = 1, and "Very Accurate" = 0.
IPIP Introversion-Extroversion score: Interpretation:
35-40 High extroversion
28-34 Moderate extroversion
21-27 Between extroversion & introversion
7-20 Moderate introversion
0-6 High introversion
Date: ___14.02.2015__________ Start: _10:30am___ Finish: _10:48am___
Very
Inaccurate
Moderately
Inaccurate
Neither
Accurate
Nor
Inaccurate
Moderately
Accurate
Very
Accurate
1. Am the life of the
party.
О О О О О
2. Feel little concern for
others.
О О О О О
3. Am always prepared. О О О О О
4. Get stressed out easily. О О О О О
5. Have a rich
vocabulary.
О О О О О
6. Don't talk a lot. О О О О О
7. Am interested in
people.
О О О О О
8. Leave my belongings
around.
О О О О О
9. Am relaxed most of
the time.
О О О О О
10. Have difficulty
understanding abstract
ideas.
О О О О О