Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Personality.

Copyright ©2006 by South-Western,

a division of Thomson Learning. All rights reserved

Personality



The environmentOrganizationWork groupJobPersonal life

Variables Influencing Individual Behavior

The personSkills and abilitiesPersonalityPerceptionsAttitudesValuesEthics

Behavior



Definition of Personality

Personality – a relatively stable set of characteristics that influences an individual’s behavior



Personality Characteristics in Organizations

Locus of Control

Internal ExternalI control what

happens to me!People and

circumstances control my fate!




Self-Efficacy – beliefs and expectations about one’s ability to accomplish a specific task effectively

Sources of self-efficacyPrior experiences and prior successBehavior models (observing success)PersuasionAssessment of current physical and

emotional capabilities

Self Efficacy and Expectancy Model of Motivation

Performance-Instrumentality

Reward-Valence

EffortEffort-Expectancy

Perceived effort –performance probability

Perceived value of reward

Perceived performance – reward probability

Lack of Self Efficacy Affects

Expectancy




Self-EsteemFeelings of Self Worth

Success tendsto increaseself-esteem

Failure tendsto decreaseself-esteem




Self-MonitoringBehavior based on cues

High self monitors– flexible: adjust

behavior according to the situation and the behavior of others

– can appear unpredictable and inconsistent

Low self monitors– act from internal states

rather than from situational cues

– show consistency– less likely to respond

to work group norms or supervisory feedback



Who Is Most Likely to . . .Low self monitors

High self monitors

Get promoted

Change employers

Make a job-related geographic move

Accomplish tasks, meet other’s expectations, seek out central positions in social networks

Self-promote

Demonstrate higher levels of managerial self-awareness;

base behavior on other’s cues and the situation




Positive Affect – an individual’s tendency to accentuate the positive aspects of oneself, other people, and the world in general

Negative Affect – an individual’s tendency to accentuate the negative aspects of oneself, other people, and the world in general



Big Five Personality Traits

Extraversion Gregarious, assertive, sociable

Agreeableness Cooperative, warm, agreeable

Conscientiousness Hardworking, organized, dependable

Emotional stability Calm, self-confident, cool

Openness to experience

Creative, curious, cultured

SOURCES: P. T. Costa and R. R. McCrae, The NEO-PI Personality Inventory (Odessa, Fla.: Psychological Assessment Resources, 1992); J. F. Salgado, “The Five Factor Model of Personality and Job Performance in the European Community,” Journal of Applied Psychology 82 (1997): 30-43.



Big 5 Personality Traits

Conscientiousness: Your most committed and reliable people.

Agreeableness: Important for interpersonal relations and team

building.

Openness to Experience: Creativity and “outside the box” thinking, but

lacks practicality.



Myers-Briggs Type Indicator

Based on Carl Jung’s theories– People are fundamentally different– People are fundamentally alike– People have preference combinations

for extraversion/introversion, perception, judgment



Based on Carl Jung’s theories– Human similarities/differences

understood by combining preferences• Ways of doing things• Extraversion or introversion

– No preferences better than others– Understand, celebrate, and

appreciate differences





Briggs & Myers developed the MBTI to understand individual differences by analyzing the combinations of preferences



MBTI Preferences

Preferences Represents

Extraversion Introversion How one re-energizes

Sensing Intuiting How one gathers information

Thinking Feeling How one makes decisions

Judging Perceiving How one orients to the outer world



Uses of MBTI

• Identify learning and teaching styles• Decide on careers (Example: many

managers are ESTJs)• Determine decision-making style• Determine management style• Build teams

MBTI and Delegation of Tasks

Personality Preference Implications for Learning Information Gathering Intuitors Theoretical, look for meaning in

material, holistic understanding, look for possibilities and interrelationships

Sensors Prefer specific, empirical data, practical applications, master details, look for the realistic and doable

Decision Making Thinkers Prefer data and information analysis,

fair minded, evenhanded, seek logical and just conclusions, objective

Feelers Prefer interpersonal involvement, tenderhearted, harmonious, seek subjective, merciful results

Source: O. Kroeger and J. M. Thuesen, Type Talk: The 16 Personality that Determine How We Live, Love, and Work (New York: Dell Publishing Co., 1989).



Personality Traits for People Contingencies

X People Personality Trait

Y People

External Locus of Control

Internal

Low Self Monitoring

High

Negative Affect (outlook)

Positive

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Personality.

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