Personality and Values
Personality and Values
personality
• Orientation of Energy
Directed outward Extraversion
Directed inward Introversion
Sensing Sensing
Extraverted Perceiving Introverted
Intuition Intuition
Mental Functions
Thinking Thinking
Feeling Feeling
Differences between people ???
• Differences in the preferences of using and developing these mental
functions leads to fundamental differences between people
Less
Most used
preferable
mental
process=
mental MBTI
process=
Dominant
Auxiliary
type
Function
Function
Dominant Function Auxiliary Function MBTI Type
Introverted Sensing with Extraverted Thinking ISTJ
Introverted Sensing with Extraverted Feeling ISFJ
Extraverted Sensing with Introverted Thinking ESTP
Extraverted Sensing with Introverted Feeling ESFP
Introverted Intuition with Extraverted Thinking INTJ
Introverted Intuition with Extraverted Feeling INFJ
Extraverted Intuition with Introverted Thinking ENTP
Extraverted Intuition with Introverted Feeling ENFP
Introverted Thinking with Extraverted Thinking ISTP
Introverted Thinking with Extraverted Feeling INTP
Extraverted Thinking with Introverted Thinking ESTJ
Extraverted Thinking with Introverted Feeling ENTJ
Introverted Feeling with Extraverted Thinking ISFP
Introverted Feeling with Extraverted Feeling INFP
Extraverted Feeling with Introverted Thinking ESFJ
Extraverted Feeling with Introverted Feeling ENFJ
What are preferences??
• 16 MBTI types describe dynamic energy systems with interacting
processes
• A personality dimension
describing someone who
is sociable, gregarious
Extraversion and assertive
Big Five Model
continues
Agreeableness
Conscientious
Emotional Stability
• personality dimension
Openness that characterizes
to someone in terms of
experience imagination, sensitivity.
And curiosity.
Other Traits related to OB
• Core Self-Evaluation
– The degree to which people like or dislike themselves
– Positive self-evaluation leads to higher job performance
• Machiavellianism
– A pragmatic, emotionally distant power-player who believes that ends
justify the means
– High Machs are manipulative, win more often, and persuade more than
they are persuaded. They flourish when:
• they have direct interaction with others
• they work with minimal rules and regulations
• emotions distract others
• Narcissism
– An arrogant, entitled, self-important person who needs excessive
admiration
– Less effective in their jobs
• Self-Monitoring
– The ability to adjust behavior to meet external,
situational factors.
– High monitors conform more and are more likely
to become leaders.
• Risk Taking
– The willingness to take chances.
– May be best to align propensities with job
requirements.
– Risk takers make faster decisions with less
information
Measuring of personality
Projective
Observer-ratings measures
Self report reports • Rorschach Inkblot
surveys
Test and Thematic
Apperception test
Johari Window
Self
Known Unknown
Known
Arena Blind
Other
Private Unknown
(Façade)
Unknown
Change and Modification in
Personality
Thought
Image
Feeling
Belief/ Belief
System
Attitude
Action
Habit
Attitude and values
Values
Values
Basic convictions that a specific
mode of conduct or end-state of
existence is personally or socially
preferable to an opposite or
converse mode of conduct or
end-state of existence.
Value System
A hierarchy based on a ranking of
an individual’s values in terms of
their intensity.
Importance of Values
• Provide understanding of the attitudes,
motivation, and behaviors of individuals
and cultures.
• Influence our perception of the world
around us.
• Represent interpretations of “right” and
“wrong.”
• Imply that some behaviors or outcomes are
preferred over others.
Types of Values –- Rokeach Value
Survey
Terminal Values
Desirable end-states of
existence; the goals that a
person would like to achieve
during his or her lifetime.
Instrumental Values
Preferable modes of behavior
or means of achieving one’s
terminal values.
Values in the
Rokeach
Survey
Source: M. Rokeach,
The Nature of Human
Values (New York: The
Free Press, 1973).
Values in the
Rokeach
Survey
(cont’d)
Source: M. Rokeach,
The Nature of Human
Values (New York: The
Free Press, 1973).
Dominant Work Values in Today’s
Workforce
The person-job fit:
Job Involvement
Identifying with the job, actively participating in it,
and considering performance important to self-worth.
Organizational Commitment
Identifying with a particular organization and its
goals, and wishing to maintain membership in the
organization.
• Organizational Citizenship Behavior
• Employee Engagement