1. Chapter 5 Personality, Intelligence, Attitudes, and Emotions
Michael A. Hitt
C. Chet Miller
Adrienne Colella
Slides by Ralph R. Braithwaite

2. I Know She’s Smart . . . But . . . T F
Bill Byham
What are your thoughts on personality testing for employment?
Should personality traits play a significant role in the hiring process?
Did you have to take a personality test before being hired by any of your employers? T F
Answer the questions
Exploring Behavior in Action

3. Personality, Intelligence, Attitudes and Emotions
Herb Kelleher
Personality, Intelligence, Attitudes and Emotions
Do you agree or disagree with Herb Kelleher’s statement, “organizations can train people to do only so much; there are individual differences in people that are not easily influenced”?
How big a role do personality traits play in a person’s performance at work?

4. Knowledge Objectives
Define personality and explain the basic nature of personality traits.
Describe the Big Five personality traits, with particular emphasis on the relationship with job performance, success on teams, and job satisfaction.
Discuss specific cognitive and motivational concepts of personality, including locus of control and achievement motivation.
Define intelligence and describe its role in the workplace.
Define an attitude and describe how attitudes are formed and how they can be changed.
Discuss the role of emotions in organizational behavior.

5. Fundamentals of Personality
Albert “Al” Dunlap
A stable set of characteristics representing internal properties of an individual, which are reflected in behavioral tendencies across a variety of situations. Three basic beliefs:
Relatively enduring
Major determinants of one’s behavior
Influence one’s behavior across wide variety of situations
Nicknamed – “Chainsaw Al”
Personality traits are individual psychological characteristics that are relatively enduring – introversion, for example, will probably remain for a long time.
Personality traits are major determinants of one’s behavior – introverted person will likely be withdrawn and exhibit non-assertive behavior.
Personality traits influence one’s behavior across a wide variety of situations – an introverted person will be withdrawn and non-assertive at a party, in class, in sports activities, and at work.
Not all in agreement. Some believe personalities can experience changes and we may behave differently from situation to situation.

6. Determinants of Personality Development
Heredity
Identical twins
Newborns
Genetic effects
Environment
Social exposures
Physiological forces
Socioeconomic factors

7. Big Five Personality Traits
Extraversion
Conscientiousness
Personality
Openness to Experience
Agreeableness
Extraversion – The degree to which an individual is outgoing and derives energy from being around people – enjoys being around other people, is warm to others, speaks up in group settings, maintains a vigorous pace, likes excitement, and is cheerful.
Conscientiousness - The degree to which an individual focuses on goals and works toward them in a disciplined way – feels capable, is organized, is reliable, possesses a drive for success, focuses on completing tasks, and thinks before acting
Agreeableness - The degree to which an individual is easygoing and tolerant – believes in the honesty of others, is straightforward, is willing to help others, tends to yield under conflict, exhibits humility, and is sensitive to the feelings of others
Emotional stability - The degree to which an individual easily handles stressful situations and heavy demands – is relaxed, is slow to feel anger, rarely becomes discouraged, rarely becomes embarrassed, resists unhealthy urges associated with addictions, and handles crises well
Openness to experience - The degree to which an individual seeks new experiences and thinks creatively about the future – has a vivid imagination, has an appreciation for art and beauty, values and respects self and others, prefers variety to routine, has broad intellectual curiosity, and is open to re-examining closely held values
Emotional Stability
Adapted from Exhibit 5-1: The Big Five Personality Traits

8. Big Five and High- Involvement Management
Manager Competencies E C A ES O
Delegating to others + -
Developing others
(+) ++
Motivating others
Associate Competencies E C A ES O
Decision-Making Skills + ++ -
Self-Development
(-)
Self-Management
Teamwork
Delegating to Others - Patience in providing information and support when empowering others, but also the ability to confront individuals when there is a problem
Developing Others - Interest in sharing information, ability to coach and train, and interest in helping others plan careers
Motivating Others - Ability to bring out the best in other people, desire to recognize contributions of others, and in general an interest in others
Adapted from Exhibit 5-2: The Big Five and High Involvement Management

9. Big Five as a Selection Tool
Can be a useful part of a portfolio of tools
Provide useful predictions of future job performance
Also need to do an in-depth job analysis
Analysis of which traits support specific job performance

10. Cognitive and Motivational Properties of Personality
Cognitive Properties
Perceptual and thought processes
Affect how one typically processes information
Motivational Properties
Stable differences
Energize and maintain overt behaviors

11. Cognitive and Motivational Properties of Personality
Authoritarianism
Locus of Control
Self-Monitoring
Cognitive and Motivational Concepts
Locus of control – degree to which an individual attributes control of events to self or to external factors
Authoritarianism – degree to which an individual believes in conventional values, obedience to authority, and legitimacy of power differences in society
Self-Monitoring – degree to which an individual attempts to present the image he or she thinks others want to see in a given situation
Approval Motivation – degree to which an individual is concerned about presenting self in a socially desirable way in evaluative situations
Achievement Motivation – degree to which an individual desires to perform in terms of a standard of excellence or to succeed in competitive situations
Achievement Motivation
Approval Motivation
Adapted from Exhibit 5-3: Cognitive and Motivational Concepts of Personality

12. Cognitive Concepts Locus of Control Authoritarianism Self-Monitoring
Locus of control - Tendency to attribute the cause or control of events to either oneself or factors in the external environment
Internals believe they can control what happens to them
Externals believe what happens to them is more a matter of luck or fate, rather than their own behavior
Authoritarianism - Degree to which an individual believes in conventional values, obedience to authority, and/or legitimacy of power differences in society
People scoring high on authoritarianism may be effective leaders in jobs requiring managers to make most decisions and where there are many rules governing behavior
Self-monitoring - Degree to which people attempt to present the image they think others want to see in the given situation
High self monitors want to be seen as others want them to be
Low self monitors want to be seen as themselves, not as others want them to be
Self-Monitoring

13. Motivational Concepts
Achievement Motivation
Approval Motivation
Achievement motivation - The need for achievement (n-Ach), Desire to perform in terms of a standard of excellence, Desire to succeed in competitive situations, Persons high in the need to achieve - Set goals, Accept responsibility for both success and failure, and Focus on task excellence rather than on power
Approval motivation - Concerned about presenting one-self in a socially desirable way in evaluative situations, Persons high in approval motivation tend to - Be concerned about the approval of others, Conform and “get along,” and Respond to personality tests in socially desirable ways (may fake their answers according to perceived desirability)

14. Cautionary and Concluding Remarks
Personality characteristics may change
People can adjust to situations
Training can help with personality conflicts
Focus on “normal” personality characteristics

15. “I Have Ketchup in My Veins”
Do you know someone like Patricia Harris?
What has helped to make her successful at McDonald’s?
Do you think more people need to have “passion” for what they do to be more successful?
What are your thoughts about the statement, “Patricia Harris exemplifies what happens when an individual’s traits, abilities, and passion line up with the vision of the organization”?
Patricia Harris
Experiencing Strategic OB

16. Intelligence
General mental ability to develop and understand concepts, particularly those that are more abstract and complex.

17. Spatial Visualization
Verbal Comprehension
Number Aptitude
Perceptual Speed
Areas of Intelligence
Memory
Spatial Visualization
Number aptitude – the ability to handle mathematics
Verbal comprehension – the ability to understand written and spoken words
Perceptual speed – the ability to process visual data quickly
Spatial visualization – the ability to imagine a different physical configuration – for example, to imagine how a room would look with the furniture rearranged
Deductive reasoning – the ability to draw a conclusion or make a choice that logically follows from existing assumptions and data
Inductive reasoning – the ability to identify, after observing specific cases or instances, the general rules that govern a process or that explain an outcome – for example, to identify the general factors that play a role in a successful product launch after observing one product launch in a single company
Memory – the ability to store and recall previous experiences
Inductive Reasoning
Deductive Reasoning

18. Intelligence and Success
Military Jobs
Civilian Jobs
Adapted from Exhibit 5-4: Intelligence and Success

19. Intelligence and Intelligence Testing in the NFL
What are your thoughts about the NFL conducting intelligence tests as well as strengths and agility tests?
The article asks, “Can a player be too smart?” Do you agree or disagree? Why?
Were you surprised by the scores for each position?
Were you surprised by some of the scores for other types of jobs?
Experiencing Strategic OB

20. Attitudes
A persistent tendency to feel and behave in a favorable or unfavorable way toward a specific person, object, or idea.

21. Important Conclusions
Reasonably stable
Directed toward some person, object or idea
Relates to one’s behavior toward that object or person
People tend to behave in ways that are consistent with their feelings
Behaviors are also influenced by motivational forces and situational factors

22. Influence of Attitudes on Behavior
Object, Person, or Idea
Attitude Toward Object, Person, or Idea
Behavior Toward Object, Person, or Idea
Other Influences
Adapted from Exhibit 5-5: Influence of Attitudes on Behavior

23. Essential Elements of Attitudes
Cognitive
Affective
Behavioral
Cognitive - Facts we have gathered and considered about the object, person, or idea
Affective - Feelings one has about the object or person
Behavioral - Intention to act in certain ways toward the object of the attitude

24. Formation of Attitudes
Learning
Self-Perceptions
Need for Consistency
Learning - experience and interaction with the object of the attitude that results in rewards or punishments
Self-perceptions - observations of one’s own behavior
Need for consistency - preference for one’s attitudes to be consistent with one another

25. Formation of Consistent Attitudes
Accounting + -
Dan likes accounting and has a favorable attitude towards accounting. Dan works with a new person who dislikes accounting. Dan may form a negative attitude about his new colleague and towards those who don’t like accounting. - +
Dan
Dan’s new colleague
Formation of a consistent work attitude
Exhibit 5-6: Formation of Consistent Attitudes

26. Important Workplace Attitudes
Job Satisfaction
Organizational Commitment
Job satisfaction - High level of satisfaction is a positive attitude toward one’s job; Low level of satisfaction is a negative attitude toward one’s job
Organizational commitment - Broad attitude toward the organization as a whole; How strongly one identifies with and values being associated with the organization

27. Job Satisfaction Outcomes
Highly positive effect on intentions to stay in the job
Modest effect on actually staying in the job
Modestly positive effect on regular attendance at work
Positive effect on performance (may also be positively affected by performance)
Moderately strong relationship with motivation
Job Satisfaction

28. Organizational Commitment Outcomes
Positive effects on intentions to stay in the job
Modest effects on actually staying in the job and attending work regularly
Significantly related to motivation
Positive effects on job performance
Organizational Commitment

29. Organizational Commitment
Causes
Role ambiguity
Supervision/leadership
Pay and benefits
Nature of the job
Organization climate
Stress
Perceptions of fair treatment
Organizational Commitment
Job Satisfaction

30. Reasons for Commitment
Normative Commitment
Affective Commitment
Continuance Commitment
Affective commitment – organizational commitment due to one’s strong positive attitudes toward the organization
Normative commitment – organizational commitment due to feelings of obligation
Continuance commitment – organizational commitment due to lack of better opportunities

31. Persuasive Communication
Message
Situation
Communicator
Target
Communicator – the person who holds a particular attitude and wants to convince others to share that attitude
Message – the content designed to induce the change in the others’ attitudes
Situation – the surroundings in which the message is presented
Target – the person whose attitude the communicator wants to change

32. Qualities For Attitude Change
Communicator’s overall credibility
Trust of the intentions of the communicator
Similar interests or goals
Attractiveness of the communicator
Sometimes it is the message
Communicator’s overall credibility – people give more weight to persuasive messages from people they respect.
Trust of the intentions of the communicator – if we perceive the communicator has something to gain from the attitude change, we are likely to distrust his or her intentions.
Similar interests or goals – more likely to be persuaded
Attractiveness of the communicator – more attractive, more likely to be persuaded
Sometimes it is the message – the content of the message may be persuasive enough

33. Fear and Beyond Fear arousal often produces more attitude change
Other factors also play a role:
The probability that negative consequences will occur if no change in behavior is made
The perceived effect of changing behavior
The perceived ability to change behavior

34. Cognitive Dissonance
An uneasy feeling produced when a person behaves in a manner inconsistent with an existing attitude
Three key conditions for change:
The behavior must be substantially inconsistent with the attitude
The inconsistent behavior must cause harm or have a negative consequence for others
The inconsistent behavior must be voluntary and not forced

35. Emotions
Complex subjective reactions that have both a physical and mental component. Examples include:
Anger
Happiness
Anxiety
Pride
Contentment
Guilt

36. Positive Emotions Influence Negative Emotions Influence
Causal Effects
Positive Emotions Influence
Social activity
Altruism and helping behavior
Effective conflict resolution
Job satisfaction
Motivation
Organizational citizenship behavior
Emotional Contagion – emotions experienced by one or a few members of a group spread to other members.
Negative Emotions Influence
Aggression against co-workers
Aggression towards the organization
Workplace deviance
Job dissatisfaction
Decision-making
Negotiation outcomes
Adapted from Exhibit 5-7: The Direct Effects of Emotion

37. Emotional Labor
The process whereby associates must display emotions that are contrary to what they are feeling. Can result in stress, emotional exhaustion, and burnout.
The manner in which supervisors enforce “display” rules can influence the harmful nature of emotional labor
Strong self-identity associate is less likely to experience negative effects
Supportive networks help to mitigate the negative effects of emotional labor

38. Emotional Intelligence
The ability to accurately appraise and effectively regulate one’s own and others’ emotions and use emotion to motivate, plan, and achieve.
Linked to:
Career success
Leadership effectiveness
Managerial performance
Performance in sales jobs

39. Criticisms
Not really intelligence but a set of social skills and personality traits
Sometimes it is so broadly defined that it is meaningless

40. Characteristics of High EI
Managerial Advice
Characteristics of High EI
Self-awareness
Self-regulation
Motivation or drive
Empathy
Social skill
Do you think these skills can be trained?
Do you believe developing a strong EI is a lifelong process?
What are you doing to develop your own EI?
Daniel Goleman

41. The Strategic Lens
Specifically, how can you use knowledge of personality, attitudes, intelligence, and emotions to make better hiring decisions?
If top executives wanted to implement a strategy that emphasized innovation and new products (or services), how could they use knowledge of personality, attitudes, and emotions to affect the organization’s culture in ways to enhance innovation?
How could a manager use knowledge about personality and attitudes to form a high-performance work team?

42. Questions