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.