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. To reverse 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 higher self-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 administration 32.57 Paper and pencil administration 32.60

Rotter’s 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 to questions 1, 6, 7, 8, 12,14, 17, 19, 20, 22, 23, and 27 Self – Management: Add your responses to questions 2, 3, 9, 10, 16, 21, 28, 31. Social Awareness: Add your responses to questions 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 individual’s behavior. Personality Determinants Heredity Environment Situation Early work has been done by Gordon Allport

Personality Theories Trait Theory – understand individuals by breaking down behavior patterns into observable traits Psychodynamic Theory – emphasizes the unconscious determinants of behavior Humanistic Theory – emphasizes individual growth and improvement Integrative Approach – describes personality as a composite of an individual’s psychological 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 in workplace setting.

How personality theories may be applied in organizations.

Four Measures of Personality [Projective Test] elicits an individual’s response to abstract stimuli [Behavioral Measures] personality assessments that involve observing an individual’s behavior in a controlled situation 16 16 16

Four Measures of Personality [Self-Report Questionnaire] assessment involving an individual’s responses to questions [Myers-Briggs Type Indicator MBTI)] instrument measuring Jung’s theory of individual differences 16 16 16

Myers-Briggs Type Indicator In the 1940’s, Myers and Briggs developed the MBTI to understand individual 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 94303 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 Publisher’s written consent. Sensing Types Intuitive Types

Myers-Briggs Sixteen Primary Traits

Myers-Briggs Type Indicator [Based on Carl Jung’s theories] People are fundamentally different People are fundamentally alike Population made up of extraverted and introverted types. 17 17 17

Uses of MBTI Understand different viewpoints of others in the 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 & Wanted behavior 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 one’s ability to accomplish 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: 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 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 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.

Personality Types Type A’s 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 B’s 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

Holland’s 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 to organizations. Original OB focus was solely on the effects of strong negative emotions that interfered with individual 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? (cont’d) Emotional Labor A situation in which an employee expresses organizationally desired emotions during interpersonal transactions. Emotional Dissonance A situation in which an employee must project one emotion while simultaneously feeling another.

Basic Moods Positive Affect – Mood dimension consisting of positive emotions such as excitement, self - assurance Negative Affect – Mood dimension consisting of negative emotions such as nervousness, stress Functions of Emotions – To be rational, we should experience emotions.

Felt versus Displayed Emotions Felt Emotions An individual’s 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 on the continuum, the more likely people are to confuse 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 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.

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 high motivation are strongly linked. Leadership Emotions are important to acceptance of messages from organizational leaders.

OB Applications… (cont’d) Interpersonal Conflict Conflict in the workplace and individual emotions are strongly intertwined. Customer Services Emotions affect service quality delivered to customers which, in turn, affects customer relationships. Deviant Workplace Behaviors Negative emotions lead to employee deviance (actions that violate norms and threaten the organization). Productivity failures Property theft and destruction Political actions Personal aggression

Emotional Intelligence An assortment of non cognitive skills, capabilities, and competencies that influence a person’s 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 IQ scores, characterize high performers.

A study of US Air Force recruiters showed that top performers exhibited high levels of EI. Using these findings, Air Force revamped its selection criteria. A follow up showed that future hires who had high EI scores were 2.6 times more successful than those who didn’t. L’Oreal salespersons selected on EI scores outsold those hired using company’s old selection procedure.