This document discusses the Big Five personality traits model. It describes the five traits - extraversion, negative affectivity, agreeableness, conscientiousness, and openness to experience. For each trait, it explains how managers who are high or low on that trait tend to behave and their effectiveness as managers depending on situational factors. The document also briefly mentions self-esteem as another important personality trait.

1. BIG FIVE PERSONALITY
TRAITS MODEL
SUBJECT- ORGANIZATIONAL BEHAVIOUR
BBA-II
UNIT-II

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
Big Five Personality Traits
Figure 3.1

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. 3-5
Manager’s and Traits
Personality traits that
enhance managerial
effectiveness in one
situation may
actually impair it in
another

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. 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. 3-8
Measures

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. 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. 3-11
Measure of Negative Affectivity
Figure 3.3

12. 3-12
Big Five Personality Traits
Agreeableness –
tendency to get
along well with
others

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. 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. 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. 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. 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. 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.