Major Personality AttributesMajor Personality Attributesthat influencing Behaviorthat influencing Behavior

By:By:

Anam Rauf

GCUFGCUF

Attributes that affect PersonalityAttributes that affect Personality

Core Self-EvaluationCore Self-Evaluation

MachiavellianismMachiavellianism

NarcissismNarcissism

Self-MonitoringSelf-Monitoring

Risk TakingRisk Taking

Type A vs. Type B PersonalityType A vs. Type B Personality

Proactive PersonalityProactive Personality

Personality AttributesPersonality Attributes

1. Core Self-Evaluation1. Core Self-EvaluationThe degree, about which an

individual keep views about himself that can be positive and negative.

There are two components:

Self esteem: the degree to which person likes and dislikes himself.

Locus of control

1. Core Self-Evaluation1. Core Self-EvaluationLocus of control: A person’s perception of the

source of his fate is termed as locus of controlInternals: People who believe that they are masters of their own fate that is positive core self-evaluation. Externals: Individuals who believe that what happens to them is controlled by outside forces such as luck or chance i.e. negative self core-evaluation.

1. Core Self-Evaluation1. Core Self-EvaluationPositive core self-evaluation:They are people with internal locus of control.

They attribute organizational outcomes to their own actions.

Outcomes of positive core self evaluationmore motivated to achieve more motivated to achieve make a greater attempt to control their make a greater attempt to control their environment environment do well on sophisticated tasks.do well on sophisticated tasks.more suited to jobs that require initiative and more suited to jobs that require initiative and independence of actionindependence of action

1. Core Self-Evaluation1. Core Self-Evaluation

For example: They believe that health is substantially under their own control through proper habits; their incidences of sickness and, hence, of absenteeism, are lower.

1. Core Self-Evaluation1. Core Self-EvaluationNegative core self-evaluation:They are people with external locus of

control and low esteem.they tend to dislike themselvesHave no capabilities to do workSee themselves powerless over the environment

Outcomes:Outcomes:more compliant and willing to follow directions less satisfied with their jobs have higher absenteeism ratesmore alienated from the work settingless involved on their jobs

Example of Negative Core Self-Example of Negative Core Self-EvaluationEvaluation

As an example, a student may believes As an example, a student may believes that his or her homework, assignment that his or her homework, assignment and test result will come out in a bad or and test result will come out in a bad or good luck. He may think that the good luck. He may think that the teacher will give him an A but it will be teacher will give him an A but it will be not necessity by his own opportunities not necessity by his own opportunities at what he is really doing or the thing at what he is really doing or the thing that he has done.that he has done.

22. . MachiavellianismMachiavellianismNamed after Niccolo Named after Niccolo Machiavelli, who wrote in Machiavelli, who wrote in the sixteenth century on the sixteenth century on how to gain and use how to gain and use power. power. Machiavellianism is Machiavellianism is primarily the term that is primarily the term that is use to describe a use to describe a person's tendency to person's tendency to deceive and manipulate deceive and manipulate others for personal gain. others for personal gain. There is element of gain and use of authority.

2. 2. MachiavellianismMachiavellianism

Conditions Favoring High MachsDirect interaction with othersMinimal rules and regulationsEmotions distract for others

Outcomes of High MachsOutcomes of High MachsHigh Machs make good employees in jobs High Machs make good employees in jobs that require bargaining skills or that offer that require bargaining skills or that offer substantial rewards for winning.substantial rewards for winning.High Machs manipulate more, win more, are persuaded less, and persuade others more. they want power to leads other.

3.3. Self-MonitoringSelf-Monitoring

It refers to an individual’s ability to adjust It refers to an individual’s ability to adjust his or her behavior to external, situational his or her behavior to external, situational factors.factors.

High Self-Monitoring:High Self-Monitoring:Individuals high in self-monitoring show Individuals high in self-monitoring show considerable adaptability. considerable adaptability. They are highly sensitive to external cues,They are highly sensitive to external cues,They can behave differently in different They can behave differently in different situations,situations,they are capable of presenting striking they are capable of presenting striking contradictions between their public contradictions between their public persona and their private self.persona and their private self.

3. Self-Monitoring3. Self-Monitoring

Low Self-Monitoring:Low Self-Monitoring:Low self-monitors cannot disguise Low self-monitors cannot disguise themselves in different way.themselves in different way.

They also value honesty about inner They also value honesty about inner feelings rather than acted-out emotions for feelings rather than acted-out emotions for the benefit of social interaction.the benefit of social interaction.

They tend to display their true dispositions They tend to display their true dispositions and attitudes in every situation resulting in a and attitudes in every situation resulting in a high behavioral consistency between who high behavioral consistency between who they are and what they dothey are and what they do . .

3. Self-Monitoring3. Self-MonitoringOutcomes of High Self-monitoringOutcomes of High Self-monitoring

High self-monitor is capable of putting on High self-monitor is capable of putting on different “faces” for different audiences.different “faces” for different audiences.

High self-monitors tend to pay closer High self-monitors tend to pay closer attention to the behavior of others.attention to the behavior of others.

High self-monitoring managers tend to be High self-monitoring managers tend to be more mobile in their careers and receive more mobile in their careers and receive more promotions. more promotions.

Receive better performance ratings

Likely to emerge as leaders.

4.Narcissism4.NarcissismA Narcissistic Person

The name "narcissism" is derived from Greek mythology. Narcissus was a handsome Greek youth who, had never seen his reflection, but because of a prediction by an Oracle, looked in a pool of water and saw his reflection for the first time. it was then he saw his reflection for the first time, not knowing any better he started talking to it. he fell in love with his own reflection in a pool, not realizing it was merely an image, and he wasted away to death, not being able to leave the beauty of his own reflection

4.Narcissism4.Narcissism

Definition:Definition:

4.Narcissism4.Narcissism

Has grandiose sense of self-importanceRequires excessive admirationHas a sense of entitlementIs arrogantTends to be rated as less effective

5.Risk Taking5.Risk Taking

The propensity to assume or avoid The propensity to assume or avoid risk has been shown to have an risk has been shown to have an impact on how long it takes impact on how long it takes managers to make a decision and managers to make a decision and how much information they require how much information they require before making their choice.before making their choice.

High Risk-Taking ManagersHigh Risk-Taking Managers– Make quicker decisionsMake quicker decisions– Use less information to make Use less information to make

decisionsdecisions– Operate in smaller and more Operate in smaller and more

entrepreneurial organizationsentrepreneurial organizations

5.Risk Taking5.Risk Taking

Low Risk-Taking Low Risk-Taking ManagersManagers– Are slower to make Are slower to make

decisionsdecisions– Require more Require more

information before information before making decisionsmaking decisions

– Exist in larger Exist in larger organizations with organizations with stable environmentsstable environments

6.Personality Types6.Personality TypesType As• Are always moving, walking,

and eating rapidly• Feel impatient with the rate at

which most events take place• Cannot cope with leisure time• Are obsessed with numbers,

measuring their success in terms of how many or how much of everything they acquire

6.Personality Types6.Personality Types

Type BsNever suffer from a sense of time urgency with its accompanying impatienceFeel no need to display or discuss either their achievements or accomplishmentsPlay for fun and relaxation, rather than to exhibit their superiority at any costCan relax without guilt

7.Proactive Personality7.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.

Thank you!Thank you!