Personality and Emotions Session 3 What is Personality ? In
behavioral Sciences, Personality is a trait Self Esteem First
reverse-score the following items:1, 2, 4, 6, and 7.Toreverse
score, convert the 4s to 1s, the 3s to 2s, and the 1s to 4s and the
2s to 3s. After reversing the items, sum your scores for all 10
items to get your total score. Scores range from 10 to 40, with
higher scores indicating higherself-esteem. Comparison Data In a
study of college students completing the scale (Vispoel, Boo and
Bleiler, 2001) means for the scale were as follows: Computer-based
administration32.57 Paper and pencil administration32.60 Rotters
Locus of Control Scale
Score one point for each of the following: 2.a, 3.b, 4.b, 5.b, 6.a,
7.a, 9.a, 10.b, 11.b, 12.b, 13.b, 15.b, 16.a, 17.a, 18.a, 20.a,
21.a, 22.b, 23.a, 25.a, 26.b, 28.b, 29.a. Ignore Q. 1, 8, 14, 19,
24 and 27 Scoring of EI Scale Self Awareness: Add your responses
toquestions 1, 6, 7, 8, 12,14, 17, 19, 20,22, 23, and 27 Self
Management: Add your responsesto questions 2, 3, 9, 10, 16, 21, 28,
31. Social Awareness: Add your responses toquestions 4, 15, 18, 25,
29, and 32 Social Skills / Relationship Management:Add your
responses to questions 5, 11,13, 24, 26, 30 What is Personality?
Personality
The sum total of ways in which an individual reacts and interacts
with others. Personality Traits Enduring characteristics that
describe an individuals behavior. Personality Determinants Heredity
Environment Situation Early work has been done by Gordon Allport
Personality Theories Trait Theory understand individuals bybreaking
down behavior patterns intoobservable traits Psychodynamic Theory
emphasizes theunconscious determinants of behavior Humanistic
Theory emphasizes individualgrowth and improvement Integrative
Approach describes personalityas a composite of an
individualspsychological processes 7 7 7 7 The Big Five Model of
Personality Dimensions
Extroversion Sociable, gregarious, and assertive Agreeableness
Good-natured, cooperative, and trusting. Conscientiousness
Responsible, dependable, persistent, and organized. Emotional
Stability Calm, self-confident, secure (positive) versus nervous,
depressed, and insecure (negative). Openness to Experience
Imaginativeness, artistic, sensitivity, and intellectualism.
Cattell 16 PF Founder Raymond Cattell (1940)
Based on 16 source traits Popular personality questionnaire used
inworkplace setting. How personality theories maybe applied in
organizations. Four Measures of Personality
[Projective Test] elicits an individuals response toabstract
stimuli [Behavioral Measures] personality assessments thatinvolve
observing an individualsbehavior in a controlled situation 16 16 16
Four Measures of Personality
[Self-Report Questionnaire] assessment involving an
individualsresponses to questions [Myers-Briggs Type Indicator
MBTI)] instrument measuring Jungs theory of individual differences
16 16 16 Myers-Briggs Type Indicator
In the 1940s, Myers and Briggs developed the MBTI to
understandindividual differences by analyzing the combinations of
preferences. MBTI Preferences 18 18 MBTI Scales ISTJ ISFJ INFJ INTJ
ISTP ISFP INFP INTP ESTP ESFP ENFP
ENTP ESTJ ESFJ ENFJ ENTJ Introverts Extraverts SOURCE: Modified and
reproduced by special permission of the Publisher. Consulting
Psychologists Press, Inc. Palo Alto, CA from Introduction to Type,
Sixth Edition by Isabel Briggs Myers. Copyright 1998 by Consulting
Psychologists Press, Inc. All rights reserved. Further reproduction
is prohibited without the Publishers written consent. Sensing Types
Intuitive Types Myers-Briggs Sixteen Primary Traits Myers-Briggs
Type Indicator
[Based on Carl Jungs theories] People are fundamentally different
People are fundamentally alike Population made up of extraverted
andintroverted types. 17 17 17 Uses of MBTI Understand different
viewpoints of others inthe organization. Team building. Show
benefits of diversity and differences. Personality Characteristics
in Organizations
A strong situation can overwhelm the effects of individual
personalities by providing strong cues for appropriate behavior 13
14 14 14 Other Measures DISC Drive Influence Steadiness
Compliance
Thomas Profiling FIRO B Expressed behavior & Wantedbehavior
Measures needs for Inclusion, Control &Affection Major
Personality Attributes Influencing OB
Locus of control Machiavellianism Self-esteem Self-monitoring Risk
taking Type A personality Core Self Evaluation Proactive
Personality Locus of Control The degree to which people believe
they are masters of their own fate. Internals Individuals who
believe that they control what happens to them. Externals
Individuals who believe that what happens to them is controlled by
outside forces such as luck or chance. Machiavellianism Founder
Niccolo Machiavelli
Degree to which an individual is pragmatic, maintains emotional
distance, and believes that ends can justify means. Conditions
Favoring High Machs Direct interaction Minimal rules and
regulations Emotions distract for others Self-Efficacy Beliefs and
Expectations about ones ability toaccomplish a specific task
effectively Task Specific General Personality Characteristics in
Organizations
Sources of self-efficacy Prior experiences and prior success
Behavior models (observing success) Persuasion Assessment of
current physical and emotional capabilities 9 10 10 10 Self-Esteem
Failure tends to decrease self-esteem Success tends
to increase self-esteem 10 11 11 11 Self-Monitoring Behavior based
on cues High self monitors
flexible: adjustbehavior accordingto the situation andthe behavior
ofothers can appearunpredictable andinconsistent Low self monitors
act from internalstates rather thanfrom situationalcues show
consistency less likely torespond to workgroup norms
orsupervisoryfeedback 11 12 12 12 Make a job-related geographic
move
WHO IS MOST LIKELY TO. . . Low self monitors High self monitors Get
promoted Change employers Make a job-related geographic move
Risk-Taking High Risk-taking Managers Low Risk-taking
Managers
Make quicker decisions Use less information to make decisions
Operate in smaller and more entrepreneurialorganizations Low
Risk-taking Managers Are slower to make decisions Require more
information before making decisions Exist in larger organizations
with stable environments Risk Propensity Aligning managers
risk-taking propensity to jobrequirements should be beneficial to
organizations. Personality Types Type As
are always moving, walking, and eating rapidly; feel impatient with
the rate at which most events take place; strive to think or do two
or more things at once; cannot cope with leisure time; are obsessed
with numbers, measuring their success in terms of how many or how
much of everything they acquire. Type Bs never suffer from a sense
of time urgency with its accompanying impatience; feel no need to
display or discuss either their achievements or accomplishments;
play for fun and relaxation, rather than to exhibit their
superiority at any cost; can relax without guilt. Personality Types
Proactive Personality
Identifies opportunities, shows initiative, takes action, and
perseveres until meaningful change occurs. Creates positive change
in the environment, regardless or even in spite of constraints or
obstacles. Achieving Person-Job Fit
Personality-Job Fit Theory (Holland) Identifies six personality
types and proposes that the fit between personality type and
occupational environment determines satisfaction and turnover.
Personality Types Realistic Investigative Social Conventional
Enterprising Artistic Hollands Typology of Personality and
Congruent Occupations Relationships among Occupational Personality
Types
Source: Reprinted by special permission of the publisher,
Psychological Assessment Resources, Inc., from Making Vocational
Choices, copyright 1973, 1985, 1992 by Psychological Assessment
Resources, Inc. All rights reserved. Emotions- Why Emotions Were
Ignored in OB
The myth of rationality Organizations are not emotion-free.
Emotions of any kind are disruptive toorganizations. Original OB
focus was solely on the effects ofstrong negative emotions that
interfered withindividual and organizational efficiency. Affect A
broad range of emotions that people experience.
What Are Emotions? Affect A broad range of emotions that people
experience. Emotions Intense feelings that are directed at someone
or something. Moods Feelings that tend to be less intense than
emotions and that lack a contextual stimulus. What Are Emotions?
(contd)
Emotional Labor A situation in which an employee expresses
organizationally desired emotions during interpersonal
transactions. Emotional Dissonance A situation in which an
employeemust project one emotion while simultaneously feeling
another. Basic Moods Positive Affect
Mood dimension consisting of positive emotionssuch as excitement,
self - assurance Negative Affect Mood dimension consisting of
negative emotionssuch as nervousness, stress Functions of Emotions
To be rational, we should experience emotions. Felt versus
Displayed Emotions
Felt Emotions An individuals actual emotions. Displayed Emotions
Emotions that are organizationally required and considered
appropriate in a given job. Emotion Continuum The closer any two
emotions are to each other onthe continuum, the more likely people
are toconfuse them. Source: Based on R.D. Woodworth, Experimental
Psychology (New York: Holt, 1938). Emotion Dimensions Variety of
emotions Intensity of emotions
Positive Negative Intensity of emotions Personality Job
Requirements Frequency and duration of emotions How often emotions
are exhibited. How long emotions are displayed. Gender and Emotions
Women Men Can show greater emotional expression.
Experience emotions more intensely. Display emotions more
frequently. Are more comfortable in expressing emotions. Are better
at reading others emotions. Men Believe that displaying emotions is
inconsistent withthe male image. Are innately less able to read and
to identify withothers emotions. Have less need to seek social
approval by showingpositive emotions. External Constraints on
Emotions
Organizational Influences Cultural Influences Individual Emotions
Affective Events Theory (AET)
Emotions are negative or positive responses to a work environment
event. Personality and mood determine the intensity of the
emotional response. Emotions can influence a broad range of work
performance and job satisfaction variables. Implications of the
theory: Individual response reflects emotions and mood cycles.
Current and past emotions affect job satisfaction. Emotional
fluctuations create variations in job satisfaction. Emotions have
only short-term effects on job performance. Both negative and
positive emotions can distract workers and reduce job performance.
Affective Events Theory (AET)
Source: Based on N.M. Ashkanasy and C.S. Daus, Emotion in the
Workplace: The New Challenge for Managers, Academy of Management
Executive, February 2002, p. 77. OB Applications of Understanding
Emotions
Ability and Selection Emotions affect employee effectiveness.
Decision Making Emotions are an important part of the decision-
making process in organizations. Motivation Emotional commitment to
work and highmotivation are strongly linked. Leadership Emotions
are important to acceptance ofmessages from organizational leaders.
OB Applications (contd)
Interpersonal Conflict Conflict in the workplace and individual
emotions arestrongly intertwined. Customer Services Emotions affect
service quality delivered tocustomers which, in turn, affects
customerrelationships. Deviant Workplace Behaviors Negative
emotions lead to employee deviance (actions that violate norms and
threaten theorganization). Productivity failures Property theft and
destruction Political actions Personal aggression Emotional
Intelligence
An assortment of non cognitive skills, capabilities, and
competencies that influence a persons ability to succeed in coping
with environmental demands and pressures. Emotional Intelligence
(EI) Self-awareness Self-management Self-motivation Empathy Social
skills Research Findings High EI scores, not high IQscores,
characterize highperformers. A study of US Air Force recruiters
showedthat top performers exhibited high levels ofEI. Using these
findings, Air Force revampedits selection criteria. A follow up
showed thatfuture hires who had high EI scores were 2.6times more
successful than those who didnt. LOreal salespersons selected on EI
scoresoutsold those hired using companys oldselection
procedure.
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