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Organizational Behavior Assignment

The document discusses the balance between agreeableness and effectiveness in the workplace, highlighting that while agreeable employees foster a positive atmosphere, disagreeable employees may excel in assertive roles. It also explores the impact of gender on earnings related to agreeableness and contrasts the strengths of introverted and extraverted leaders, noting that introverts excel in thoughtful decision-making and deep connections, while extraverts thrive in energetic environments. Additionally, it suggests techniques for introverted leaders to overcome challenges and emphasizes the importance of developmental experiences for their growth.

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Aimal Khan
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4 views

Organizational Behavior Assignment

The document discusses the balance between agreeableness and effectiveness in the workplace, highlighting that while agreeable employees foster a positive atmosphere, disagreeable employees may excel in assertive roles. It also explores the impact of gender on earnings related to agreeableness and contrasts the strengths of introverted and extraverted leaders, noting that introverts excel in thoughtful decision-making and deep connections, while extraverts thrive in energetic environments. Additionally, it suggests techniques for introverted leaders to overcome challenges and emphasizes the importance of developmental experiences for their growth.

Uploaded by

Aimal Khan
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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Organizational Behavior Assignment

Case Incident 1: Is There a Price for Being Too Nice?


Q1. Do you think there is a contradiction between what employers want in employees
(agreeable employees) and what employees actually do best (disagreeable
employees)?

Yes, there does seem to be a contradiction. On one hand, employers appreciate


agreeable employees because they’re easy to work with, cooperative, and create a
positive atmosphere. But being too nice can sometimes mean avoiding conflict, not
negotiating assertively, or hesitating to make tough decisions. Disagreeable people
might not be as pleasant, but they can be more effective in roles where assertiveness
and tough decision-making are crucial. So, while agreeableness is valued, it doesn’t
always lead to better job performance.

Q2. Can you think of some job situations in which agreeableness is an important
virtue? And in which it is harmful?

Agreeableness is really important in jobs that involve care, service, or teaching. For
example, in nursing or counseling, being warm and compassionate builds trust.
However, in roles like negotiation, high-stakes business, or legal work, being too
agreeable can backfire. In such roles, being firm, assertive, and sometimes even
skeptical is important.

Q3. Why do you think agreeableness affects men’s earnings more than women’s?

This probably has to do with social expectations. Society expects men to be bold,
dominant, and assertive. So when a man is very agreeable, people might see him as
weak or lacking leadership. For women, being agreeable fits traditional gender roles, so
it doesn’t hurt them as much. As a result, agreeable men might be undervalued more
than agreeable women.

Case Incident 2: Leadership from an Introvert’s Perspective


Q1. Are you more of an introverted or extraverted leader? What can you do to
leverage your personality to be a more effective leader?

Personally, I identify more with being an introverted leader. I’m thoughtful, I prefer
small group or one-on-one interactions, and I like to listen before I speak. To be more
effective, I can focus on using these strengths to build strong individual relationships
and make well-considered decisions. I can also partner with extroverted team members
to handle public speaking or high-energy group events.

Q2. When do extraverts make better leaders? What unique abilities make introverts
more effective sometimes?

Extroverts are often better when leading energetic teams, rallying people together, or
when visibility is important, like in marketing or public events. But introverts have their
strengths too. They’re great listeners, thoughtful decision-makers, and build deep,
meaningful connections with team members. In calm, strategic roles or where one-on-
one mentoring is key, introverts often shine.

Q3. What problems might introverts face in leadership? What techniques can help
them overcome these?

Introverted leaders may struggle with public speaking, promoting themselves, or


handling large social settings. They might also be misread as shy or distant. To overcome
these, they can practice public speaking in smaller settings, use written communication
effectively, and prepare in advance for group situations. Teaming up with extroverts can
also balance out their leadership style.

Q4. What developmental experiences are valuable for introverted leaders?

Introverted leaders can benefit from communication and leadership workshops,


mentoring from experienced professionals, and opportunities to gradually lead larger
teams. Also, receiving feedback in a constructive environment helps build confidence.
Structured opportunities like leading a project or training session can help them grow at
their own pace.

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