106561140 4 Personality Amp Emotions

7/30/2019 106561140 4 Personality Amp Emotions

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Personality & Emotion


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What is Personality?

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Personality Traits

Personality Determinants

Heredity Environment

Situation


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Psychometric Testing:

The Myers-Briggs Type Indicator

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Personality Types

Extroverted or Introverted (E or I)(focus their attention)

Sensing or Intuitive (S or N)collect

information, facts vs. gut

Thinking or Feeling (T or F) processinformation logic vs. emotion

Perceiving or Judging (P or J) orientationto outer world, orderly & in-control vs. flexible & spontaneous


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Psychometric

Testing:

SixteenPrimary Traits

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Psychometric Testing:

The Big Five Model

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Other Psychometric Tests Used

Thomas DiSC Profiling

The D.I.S.C. Learning Model

The DISC Profile is a non-judgemental tool for understanding behavioural types and personality styles. Ithelps people explore behaviour across four primary dimensions:

Dominance: Direct, Driving, Decisive. These people tend to be independent and results driven. They arestrong-willed people who enjoy challenges, taking action, and immediate results. The bottom line is theirfocus tends to be on the bottom line and results.

Influence: Optimistic & Outgoing. These individuals tend to be very social and out going. They preferparticipating on teams, sharing thoughts, and entertaining and energizing others.

Steadiness: Sympathetic & Cooperative. These people tend to be your team players and are supportiveand helpful to others. They prefer being behind the scene, working in consistent and predictable ways.They are often good listeners and avoid change and conflict

Conscientiousness: Concerned, Cautious & Correct. These people are often focused on details and quality.They plan ahead, constantly check for accuracy, and what to know "how" and "why".

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Hermann Brain Dominance Instrument (HBDI)leftbrain_rightbrain.docLeft brain and right brain predominance

FIRO B: leadership styles in relation to interpersonal relationships

Inclusion: how much generally you include others in your life; how much

attention contact and recognition you want from others Control: how much influence and responsibility you exercise how much

you want others to lead and establish procedures

Affection: how close and warm you are with others and to what extentyou want others to show warmth and affection to you

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Belbin Team Role Profiling

Assesses nine team roles:

Action oriented(shaper, implementer,completer)

People oriented(coordinator, team worker or

resource investigator) Cerebral roles(plant, monitor, evaluator and

specialist)

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Major Personality Attributes Influencing OB

Locus of control

Machiavellianism

Self-esteem

Self-monitoring

Propensity for risk taking

Type A personality

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Locus of Control

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Machiavellianism

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Conditions Favoring High Machs

Direct interaction

Minimal rules and regulations

Distracting emotions


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Self-Esteem and Self-Monitoring

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Risk-Taking

High Risk-taking Managers

Make quicker decisions.

Use less information to make decisions.

Operate in smaller and more entrepreneurial organizations.

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 job requirements should

be beneficial to organizations.

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Personality Types

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Personality Types

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Achieving Personality-Job Fit (John Holland)

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Personality Types

Realistic Investigative

Social

Conventional

Enterprising

Artistic


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Hollands

Typology of

Personality

and

Congruent

Occupations

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MBTI

INTJ visionaries, original

ideas, skeptical, critical ,

independent

ESTJ organizers, realistic,

logical, analytical, decisive

ENTP conceptualizers,

innovative, entrepreneurial

MBTI should not be used as a

selection tool

Personality Types

Extroverted or Introverted (E or I)(focus their attention)

Sensing or Intuitive (S or N) collectinformation, facts vs. gut

Thinking or Feeling (T or F) processinformation logic vs. emotion

Perceiving or Judging (P or J)orientation to outer world, orderly & in-control vs.flexible & spontaneous

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Big Five

Preferred qualities are

conscientiousness ,

emotional stability,

openness to experience


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Some Others

Thomas Profiling for analyzing gap between

individuals behavior and companys

requirements

FIRO-B for assessing developmental efforts

PAPI (PA preference inventory) for recruitment

how closely individual matchesjob

requirement


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Locus of control

Internals

Explore the environment actively, high

achievement motivation, better decision makers,

can take initiative, are better decision makers,successful sales people are internals

Externals

More complaining, are followers, do well instructured jobs where success depends on

complying to orders


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Machiavellianism

High machs manipulate more, win more, can

persuade more are less persuaded less

Are high machs good employees?

Better in jobs requiring bargaining skills,selling

skills


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Self Esteem

High self esteem take more risks, more

unconventional, less susceptible to external

influences, less likely to seek approval, are job

satisfied

Low self esteem- dependent on positive

approval from others, are approval seeking,

are less job satisfied


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Self Monitoring (being politically

correct)

Ability to adjust behavior to external environment

High self monitors can conform their behavior to thebehavior of others

Receive better performance ratings Likely to emerge as leaders

Receive more promotions

Occupy central positions in organizations

Show less commitment to organizations

Are more mobile in their careers


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Risk Taking

Those in large organizations are generally

more risk averse than those in small

businesses


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Proactive Personality

Take initiative to improve the current

circumstances

Create new ones

Do not passively react to situations

Challenge the status quo

Are entrepreneurial Are more likely to achieve career success


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Relationships

among

OccupationalPersonality

Types

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What Are Emotions?

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MoodsFeelings that tend to be

less intense thanemotions and that lack acontextual stimulus.

EmotionsIntense feelings that are

directed at someone orsomething.

AffectA broad range of emotions

that people experience.


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Emotions- Why Emotions Were Ignored in OB

The myth of rationality

Organizations are not emotion-free.

Emotions of any kind are disruptive to organizations.

Original OB focus was solely on the effects of strong negative

emotions that interfered with individual and organizational efficiency.

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What Are Emotions? (contd)

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Felt versus Displayed Emotions

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Emotion Dimensions

Variety 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.

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Emotion Continuum

The closer any two emotions are to each other on the

continuum, the more likely people are to confuse them.

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Gender and Emotions

Women

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 with the male image.

Are innately less able to read and to identify with others emotions.

Have less need to seek social approval by showing positive emotions.

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Gender and Emotions: Reasons for Differences

Genetic: Innate ability to read others

Socialization practices: men taught to be

tough and showing emotions is inconsistent

with this image

Need for Social Approval: high in women show

more emotions like happiness

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External Constraints on Emotions

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OrganizationalInfluences

CulturalInfluences

IndividualEmotions


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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 high motivation are strongly

linked.

Leadership

Emotions are important to acceptance of messages from

organizational leaders.

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Ability and Selection

Emotional Intelligence (EI)

Self-awareness

Self-management

Self-motivation

Empathy

Social skills

Research Findings

High EI scores, not high IQ scores,

characterize high performers.

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OB Applications of Understanding Emotions

Interpersonal Conflict

Conflict in the workplace and individual emotions are strongly

intertwined.

Deviant Workplace Behaviors

Negative emotions can lead to employee deviance in the form ofactions that violate established norms and threaten the organization

and its members.

Productivity failures

Property theft and destruction

Political actions

Personal aggression

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106561140 4 Personality Amp Emotions

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