Perceiving the Cause of Behavior

Personality

A. Personality
1. Definition
2. Important Personality Styles Relevant to Managers
a. Self-esteem
Evaluation an individual makes of himself
Opinions of own behavior, abilities, appearance, and worth
Affects behavior in organizations
i. Initial vocational choice
1. High self esteem take more risk in choice
2. High self-esteem attracted to high status jobs
3. High self-esteem attracted to unconventional jobs
4. Low self-esteem- more conventional expected jobs
ii. Opinions of others
1. High self-esteem- not persuaded by opinions of others
iii. Goal setting
1. High self-esteem- high goals
iv. Effort
1. High self-esteem put forth more effort to reach goals
Organizational Based Self-Esteem - Determinants
i. Self-perceived value that individuals have of themselves as an
organizational member acting in an organizational context
ii. Graphic below
b. Locus of Control
Extent to which individuals believe that they can control events
affecting them
i. Internal-individuals that believe that the events in their lives
are primarily the result of their own behavior and actions
1. Better control over own behavior
2. More active politically and socially
3. Seek more information about their situations
4. Try to influence or persuade others
5. Less likely to be persuaded or influences by others
6. May be more achievement oriented

ii. External-believe that events in their lives are primarily

determined by chance, fate, or other people
1. Prefer a more structured work situation
2. Prefer a more directive style of supervision
3. Adjust more readily to international transfers
c. Introversion/Extroversion
Introversion- the tendency of the mind to be affected and have a
greater sensitivity to abstract ideas and personal feelings
Behavioral Characteristicsi. More highly aroused in the morning
ii. Like to work with ideas
iii. Have a hard time expressing ideas in clear fashion
iv. Work best when not bothered by competing stimuli
v. Do better on tasks requiring vigilance
vi. Tend to be cautious and careful
Extroversion- aspect of mind to be dealing better with other people,
events
Behavioral Characteristicsi. Energetic in afternoon
ii. Like to work with people or things
iii. More expressive with words
iv. Work best when they are stimulated by competing stimuli
v. Do not perform well on unstimulating task
vi. Tend to be talkative and outgoing
d. Authoritarianism and Dogmatism
Authoritarianism- the extent to which a person believes that power and
status differences are appropriate within hierarchical social systems
such as an organization
Authoritarianism- personality that rigidly adheres to conventional
values, readily obeys recognized authority, exhibits a negative view of
mankind, is concerned with power and toughness, and opposes the use
of subjective feelings
Dogmatism- Refers to the rigidity of a persons beliefs. A highly
dogmatic individual sees the world as a threatening place, often
regards legitimate authority as absolute, and accepts or rejects other
people on the basis of their agreement or disagreement with the
accepted authority or doctrine.
Have to pull rank on dogmatic people, tell them they have to because
you said so
e. Problem-solving Style
Information Gathering- getting or organizing data for use
i. Sensation-type
ii. Intuitive-type
Evaluation- making judgements about how to deal with info
i. Feeling-type

f.
g.
h.
i.

ii. Thinking-type
Machiavellianism
Someone who views and manipulates others for purely personal gain
Type A and Type B Orientation
Achievement Orientation
Risk Taking

Not categorizing traits

Instead pull out traits that we know have relevance in workplace ^

Practical Tips for Building on-the-job self-esteem

Be supportive by showing concern for personal problems, intersts, and
contributions
Offer work involving variety, autonomy, and challenges that suit the individuals
values, skills and abilities
Strive for management-employee cohesiveness and build trust
Have faith in each employees self-management ability

Personality Definition
Personality is a stable set of characteristics and tendencies that determine those
commonalties and differences in the psychological behavior (thoughts, feelings and
actions) of people that have continuity in time and that may not be easily understood as
the sole result of the social and biological pressures of the moment.
Source: Salvatore R. Maddi, Personality Theories: A Comparative Analysis
(Homewood, IL: Dorsey Press, 1980, p. 41.
General Personality Principles
-Traits interact with each other
1. Personality is an organized whole; otherwise, the individual would have no
meaning.
2. Personality appears to be organized into patterns which are, to some degree,
observable and measurable.
3. Although personality has a biological basis, its specific development is a product
of social and cultural environments.
Debate between controlled(upbringing) and not controlled(genetics)
4. Personality has superficial aspects, such as attitudes toward being a team leader,
and a deeper core, such as sentiments about authority or the Protestant work ethic.
Core Values
5. Personality involves both common and unique characteristics. Every person is
different from every other person in some respects and similar to other persons in
other respects.

Introverts Behavioral Characteristics

1.
2.
3.
4.
5.
6.

Are more highly aroused in the morning.

Like to work with ideas.
Have a hard time expressing ideas in a clear fashion.
Work best when they are not bothered by competing stimuli (interruptions).
Do better on tasks requiring vigilance.
Tend to be cautious and careful

Source: D.W. Corcoran, Introversion-Extroversion, Stress and Arousal, in Dimensions

of Personality: Papers in Honour of H.J. Eysenck, ed. Richard Lynn (New York:
Pergamon Press, 1981).

Extroverts Behavioral Characteristics

1.
2.
3.
4.
5.
6.

Are more highly aroused in the afternoon.

Like to work with people or things.
More expressive with words.
Work best when they are stimulated by competing stimuli (noise).
Do not perform well on unstimulating tasks.
Tend to be talkative and outgoing.

Source: D.W. Corcoran, Introversion-Extroversion, Stress, and Arousal, in Dimensions

of Personality: Papers in Honour of H>J> Eysenck, ed. Richard Lynn (New York:
Pergamon Press, 1981).

Authoritarianism and Dogmatism

Authoritarian
Personality that rigidly adheres to conventional values, readily obeys recognized
authority, exhibits a negative view of mankind, is concerned with power and toughness,
and opposes the use of subjective feelings.

Dogmatism
Refers to the rigidity of a persons beliefs. A highly dogmatic individual sees the world
as a threatening place, often regards legitimate authority as absolute, and accepts or
rejects other people on the basis of their agreement or disagreement with the accepted
authority or doctrine.

Type A Behavior Pattern Components

1.
2.
3.
4.

Sense of time urgency (a kind of hurry sickness).

The quest for numbers (success is measured by the number of achievements).
Status insecurity (feeling unsure of oneself deep down inside).
Aggression and hostility expressed in response to frustration and conflict.

Need for Achievement

High need for achievement individuals:
1. Seek excellence in performance
2. Enjoy difficult and challenging goals
3. Persevere and are competitive in work activities