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Chapter 6-PERSONALITY-AND

The document discusses the roles of personality and values in determining work behaviors. It describes various personality traits like openness, conscientiousness, extraversion, agreeableness, and neuroticism. It also discusses values, perception, work attitudes like job satisfaction and organizational commitment, job performance, absenteeism, and emotional intelligence. Emotional intelligence includes self-awareness, self-management, social awareness, and relationship management abilities that are important for workplace success.

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Romeo De Guzman Jr.
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18 views

Chapter 6-PERSONALITY-AND

The document discusses the roles of personality and values in determining work behaviors. It describes various personality traits like openness, conscientiousness, extraversion, agreeableness, and neuroticism. It also discusses values, perception, work attitudes like job satisfaction and organizational commitment, job performance, absenteeism, and emotional intelligence. Emotional intelligence includes self-awareness, self-management, social awareness, and relationship management abilities that are important for workplace success.

Uploaded by

Romeo De Guzman Jr.
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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PERSONALITY

AND
LEADERSHIP
• READING THIS CHAPTER WILL HELP YOU DO THE FOLLOWING:
• 1. DESCRIBE THE ROLES OF PERSONALITY AND VALUES IN DETERMINING
WORK BEHAVIORS.
• 2. EXPLAIN THE PROCESS OF PERCEPTION AND HOW IT AFFECTS WORK
BEHAVIORS.
• 3. IDENTIFY THE MAJOR WORK ATTITUDES THAT AFFECT WORK BEHAVIORS.
• 4. DEFINE THE CONCEPT OF PERSON-ORGANIZATION FIT AND HOW IT
AFFECTS WORK BEHAVIORS.
• 5. LIST THE KEY SET OF BEHAVIORS THAT MATTER FOR ORGANIZATIONAL
PERFORMANCE.
• 6. DEMONSTRATE POSITIVE ATTITUDE SKILLS.
PERSONALITY
• PERSONALITY ENCOMPASSES A PERSON’S RELATIVELY
STABLE FEELINGS, THOUGHTS, AND BEHAVIORAL
PATTERNS. EACH OF US HAS A UNIQUE PERSONALITY
THAT DIFFERENTIATES US FROM OTHER PEOPLE, AND
UNDERSTANDING SOMEONE’S PERSONALITY GIVES US
CLUES ABOUT HOW THAT PERSON IS LIKELY TO ACT AND
FEEL IN A VARIETY OF SITUATIONS.
• OPENNESS IS THE DEGREE TO WHICH A PERSON IS CURIOUS, ORIGINAL, INTELLECTUAL,
CREATIVE, AND OPEN TO NEW IDEAS. PEOPLE HIGH IN OPENNESS SEEM TO THRIVE IN
SITUATIONS THAT REQUIRE FLEXIBILITY AND LEARNING NEW THINGS.
• CONSCIENTIOUSNESS IS THE DEGREE TO WHICH A PERSON IS CURIOUS, ORIGINAL,
INTELLECTUAL, CREATIVE, AND OPEN TO NEW IDEAS. PEOPLE HIGH IN OPENNESS SEEM TO
THRIVE IN SITUATIONS THAT REQUIRE FLEXIBILITY AND LEARNING NEW THINGS.
• EXTRAVERSION IS THE DEGREE TO WHICH A PERSON IS OUTGOING, TALKATIVE, SOCIABLE,
AND ENJOYS SOCIALIZING. ONE OF THE ESTABLISHED FINDINGS IS THAT THEY TEND TO BE
EFFECTIVE IN JOBS INVOLVING SALES.
• AGREEABLENESS IS THE DEGREE TO WHICH A PERSON IS AFFABLE, TOLERANT, SENSITIVE,
TRUSTING, KIND, AND WARM. IN OTHER WORDS, PEOPLE WHO ARE HIGH IN AGREEABLENESS
ARE LIKABLE PEOPLE WHO GET ALONG WITH OTHERS.
• NEUROTICISM REFERS TO THE DEGREE TO WHICH A PERSON IS ANXIOUS, IRRITABLE,
TEMPERAMENTAL, AND MOODY. IT IS PERHAPS THE ONLY BIG FIVE DIMENSION IN WHICH
SCORING HIGH IS UNDESIRABLE. NEUROTIC PEOPLE HAVE A TENDENCY TO HAVE EMOTIONAL
ADJUSTMENT PROBLEMS AND HABITUALLY EXPERIENCE STRESS AND DEPRESSION.
OTHER PERSONALITY DIMENSIONS
• SELF-MONITORING REFERS TO THE EXTENT TO WHICH A PERSON IS CAPABLE OF
MONITORING HIS OR HER ACTIONS AND APPEARANCE IN SOCIAL SITUATIONS. PEOPLE WHO
ARE SOCIAL MONITORS ARE SOCIAL CHAMELEONS WHO UNDERSTAND WHAT THE SITUATION
DEMANDS AND ACT ACCORDINGLY, WHILE LOW SOCIAL MONITORS TEND TO ACT THE WAY
THEY FEEL.
• PROACTIVE PERSONALITY REFERS TO A PERSON’S INCLINATION TO FIX WHAT IS WRONG,
CHANGE THINGS, AND USE INITIATIVE TO SOLVE PROBLEMS. INSTEAD OF WAITING TO BE
TOLD WHAT TO DO, PROACTIVE PEOPLE TAKE ACTION TO INITIATE MEANINGFUL CHANGE
AND REMOVE THE OBSTACLES THEY FACE ALONG THE WAY.
• SELF-ESTEEM IS THE DEGREE TO WHICH A PERSON HAS OVERALL POSITIVE FEELINGS ABOUT
HIMSELF OR HERSELF. PEOPLE WITH HIGH SELF-ESTEEM VIEW THEMSELVES IN A POSITIVE
LIGHT, ARE CONFIDENT, AND RESPECT THEMSELVES.
• SELF-EFFICACY IS A BELIEF THAT ONE CAN PERFORM A SPECIFIC TASK SUCCESSFULLY.
RESEARCH SHOWS THAT THE BELIEF THAT WE CAN DO SOMETHING IS A GOOD PREDICTOR OF
PERSONALITY TESTING IN
EMPLOYEE SELECTION
• PERSONALITY IS A POTENTIALLY IMPORTANT PREDICTOR OF WORK BEHAVIOR.
IN JOB INTERVIEWS, COMPANIES TRY TO ASSESS A CANDIDATE’S PERSONALITY
AND THE POTENTIAL FOR A GOOD MATCH, BUT INTERVIEWS ARE ONLY AS GOOD
AS THE PEOPLE CONDUCTING THEM. IN FACT, INTERVIEWERS ARE NOT
PARTICULARLY GOOD AT DETECTING THE BEST TRAIT THAT PREDICTS
PERFORMANCE
VALUES
• VALUES REFER TO PEOPLE’S STABLE LIFE GOALS, REFLECTING WHAT IS
MOST IMPORTANT TO THEM. VALUES ARE ESTABLISHED THROUGHOUT
ONE’S LIFE AS A RESULT OF ACCUMULATING LIFE EXPERIENCES, AND
VALUES TEND TO BE RELATIVELY STABLE. THE VALUES THAT ARE
IMPORTANT TO A PERSON TEND TO AFFECT THE TYPES OF DECISIONS
THEY MAKE, HOW THEY PERCEIVE THEIR ENVIRONMENT, AND THEIR
ACTUAL BEHAVIORS. MOREOVER, A PERSON IS MORE LIKELY TO
ACCEPT A JOB OFFER WHEN THE COMPANY POSSESSES THE VALUES HE
OR SHE CARES ABOUT
PERCEPTION
• PERCEPTION MAY BE DEFINED AS THE PROCESS BY WHICH
INDIVIDUALS DETECT AND INTERPRET ENVIRONMENTAL STIMULI.
WHAT MAKES HUMAN PERCEPTION SO INTERESTING IS THAT WE DO
NOT SOLELY RESPOND TO THE STIMULI IN OUR ENVIRONMENT. WE
GO BEYOND THE INFORMATION THAT IS PRESENT IN OUR
ENVIRONMENT, PAY SELECTIVE ATTENTION TO SOME ASPECTS OF
THE ENVIRONMENT, AND IGNORE OTHER ELEMENTS THAT MAY BE
IMMEDIATELY APPARENT TO OTHER PEOPLE.
VISUAL PERCEPTION
• OUR VISUAL PERCEPTION DEFINITELY GOES BEYOND THE PHYSICAL
INFORMATION AVAILABLE TO US; THIS PHENOMENON IS COMMONLY
REFERRED TO AS “OPTICAL ILLUSIONS.” ARTISTS AND DESIGNERS OF
EVERYTHING FROM APPAREL TO CARS TO HOME INTERIORS MAKE USE
OF OPTICAL ILLUSIONS TO ENHANCE THE LOOK OF THE PRODUCT.
LEADERS AND MANAGERS RELY ON THEIR VISUAL PERCEPTION TO
FORM THEIR OPINIONS ABOUT PEOPLE AND OBJECTS AROUND THEM
AND TO MAKE SENSE OF DATA PRESENTED IN GRAPHICAL FORM.
SELF-PERCEPTION

• HUMAN BEINGS ARE PRONE TO ERRORS AND BIASES


WHEN PERCEIVING THEMSELVES. MOREOVER, THE TYPE
OF BIAS PEOPLE HAVE DEPENDS ON THEIR PERSONALITY.
MANY PEOPLE SUFFER FROM SELF-ENHANCEMENT BIAS.
AT THE SAME TIME, OTHER PEOPLE HAVE THE OPPOSING
EXTREME, WHICH MAY BE LABELED AS SELF-
EFFACEMENT BIAS
SOCIAL PERCEPTION

• ONE OF THE FACTORS BIASING OUR PERCEPTION IS STEREOTYPES.


STEREOTYPES ARE GENERALIZATIONS BASED ON A GROUP
CHARACTERISTIC. FOR EXAMPLE, BELIEVING THAT WOMEN ARE MORE
COOPERATIVE THAN MEN OR THAT MEN ARE MORE ASSERTIVE THAN
WOMEN ARE STEREOTYPES. STEREOTYPES MAY BE POSITIVE,
NEGATIVE, OR NEUTRAL. IN THE ABSTRACT, STEREOTYPING IS AN
ADAPTIVE FUNCTION—WE HAVE A NATURAL TENDENCY TO
CATEGORIZE THE INFORMATION AROUND US TO MAKE SENSE OF OUR
ENVIRONMENT.
WORK ATTITUDES

• HOW WE BEHAVE AT WORK OFTEN DEPENDS ON HOW WE FEEL ABOUT


BEING THERE. THEREFORE, MAKING SENSE OF HOW PEOPLE BEHAVE
DEPENDS ON UNDERSTANDING THEIR WORK ATTITUDES. AN ATTITUDE
REFERS TO OUR OPINIONS, BELIEFS, AND FEELINGS ABOUT ASPECTS OF
OUR ENVIRONMENT. WE HAVE ATTITUDES TOWARD THE FOOD WE EAT,
PEOPLE WE MEET, COURSES WE TAKE, AND THINGS WE DO. AT WORK, TWO
JOB ATTITUDES HAVE THE GREATEST POTENTIAL TO INFLUENCE HOW WE
BEHAVE. THESE ARE JOB SATISFACTION AND ORGANIZATIONAL
COMMITMENT.
WHAT CAUSES POSITIVE WORK ATTITUDES?
JOB CHARACTERISTICS
• EMPLOYEES TEND TO BE MORE SATISFIED AND COMMITTED TO JOBS THAT
INVOLVE CERTAIN CHARACTERISTICS. THE ABILITY TO USE A VARIETY OF
SKILLS, HAVING AUTONOMY AT WORK, RECEIVING FEEDBACK ON THE JOB,
AND PERFORMING A SIGNIFICANT TASK, ARE SOME JOB CHARACTERISTICS
THAT ARE RELATED TO SATISFACTION AND COMMITMENT. HOWEVER, THE
PRESENCE OF THESE FACTORS IS NOT IMPORTANT FOR EVERYONE. SOME
PEOPLE HAVE A HIGH NEED FOR GROWTH. THESE EMPLOYEES TEND TO BE
MORE SATISFIED WHEN THEIR JOBS HELP THEM BUILD NEW SKILLS AND
IMPROVE
ASSESSING WORK ATTITUDES IN THE
WORKPLACE

• GIVEN THAT WORK ATTITUDES MAY GIVE US CLUES ABOUT WHO


WILL LEAVE OR STAY, WHO WILL PERFORM BETTER, AND WHO WILL
BE MORE ENGAGED, TRACKING SATISFACTION AND COMMITMENT
LEVELS IS A HELPFUL STEP FOR COMPANIES. IF THERE ARE
COMPANYWIDE ISSUES THAT MAKE EMPLOYEES UNHAPPY AND
DISENGAGED, THESE NEED TO BE RESOLVED. THERE ARE AT LEAST
TWO SYSTEMATIC WAYS IN WHICH COMPANIES CAN TRACK WORK
ATTITUDES: THROUGH ATTITUDE SURVEYS AND EXIT INTERVIEWS.
WORK BEHAVIORS
JOB PERFORMANCE

• JOB PERFORMANCE REFERS TO THE LEVEL TO WHICH AN


EMPLOYEE SUCCESSFULLY FULFILLS THE FACTORS INCLUDED IN
THE JOB DESCRIPTION. FOR EACH JOB, THE CONTENT OF JOB
PERFORMANCE MAY DIFFER. MEASURES OF JOB PERFORMANCE
INCLUDE QUALITY AND QUANTITY OF WORK PERFORMED BY THE
EMPLOYEE, THE ACCURACY AND SPEED WITH WHICH THE JOB IS
PERFORMED, AND THE OVERALL EFFECTIVENESS OF THE PERSON
ON THE JOB.
ABSENTEEISM

• ABSENTEEISM REFERS TO UNSCHEDULED ABSENCES FROM WORK.


SUCH ABSENCES ARE COSTLY TO COMPANIES BECAUSE OF THEIR
UNPREDICTABLE NATURE, AFFECTING A LEADER’S ABILITY TO
CONTROL THE BUDGET. WHEN AN EMPLOYEE HAS AN UNSCHEDULED
ABSENCE FROM WORK, COMPANIES STRUGGLE TO FIND
REPLACEMENT WORKERS AT THE LAST MINUTE. THIS MAY INVOLVE
HIRING CONTINGENT WORKERS, HAVING OTHER EMPLOYEES WORK
OVERTIME, OR SCRAMBLING TO COVER FOR AN ABSENT COWORKER
EMOTIONAL INTELLIGENCE
• EQ REFERS TO A FORM OF SOCIAL INTELLIGENCE THAT INVOLVES
THE ABILITY TO MONITOR ONE’S OWN AND OTHERS’ FEELINGS AND
EMOTIONS, TO DISCRIMINATE AMONG THEM, AND TO USE THIS
INFORMATION TO GUIDE ONE’S THINKING AND ACTIONS (1 HIS IS
DIFFERENT FROM INTELLIGENCE QUOTIENT (IQ) IN THAT IQ
MEASURES INTELLIGENCE BASED ON A SCORE DERIVED FROM
INTELLIGENCE TESTS. EMOTIONAL INTELLIGENCE IS THE
FOUNDATION OF OUR INTERPERSONAL SKILLS, AND THESE SKILLS
ARE IN HIGH DEMAND BY EMPLOYERS.
• 1. SELF-AWARENESS. SELF-AWARENESS REFERS TO A PERSON’S ABILITY TO UNDERSTAND
THEIR FEELINGS FROM MOMENT TO MOMENT. IT MIGHT SEEM AS IF THIS IS SOMETHING WE
KNOW, BUT WE OFTEN GO ABOUT OUR DAY WITHOUT THINKING OR BEING AWARE OF OUR
EMOTIONS THAT IMPACT HOW WE BEHAVE IN WORK OR PERSONAL SITUATIONS.
• 2. SELF-MANAGEMENT. SELF-MANAGEMENT REFERS TO OUR ABILITY TO MANAGE OUR
EMOTIONS AND IS DEPENDENT ON OUR SELF-AWARENESS ABILITY. HOW DO WE HANDLE
FRUSTRATION, ANGER, AND SADNESS? ARE WE ABLE TO CONTROL OUR BEHAVIORS AND
EMOTIONS? SELF-MANAGEMENT ALSO IS THE ABILITY TO FOLLOW THROUGH WITH
COMMITMENTS AND TAKE INITIATIVE AT WORK.
• 3. SOCIAL AWARENESS. SOCIAL AWARENESS IS OUR ABILITY TO UNDERSTAND SOCIAL CUES
THAT MAY AFFECT OTHERS AROUND US. IN OTHER WORDS, UNDERSTANDING HOW
ANOTHER IS FEELING, EVEN IF WE DO NOT FEEL THE SAME WAY. SOCIAL AWARENESS ALSO
INCLUDES HAVING EMPATHY FOR ANOTHER AND RECOGNIZING POWER STRUCTURE AND
UNWRITTEN WORKPLACE DYNAMICS.
• RELATIONSHIP MANAGEMENT. RELATIONSHIP MANAGEMENT REFERS TO OUR ABILITY TO
COMMUNICATE CLEARLY, MAINTAIN GOOD RELATIONSHIPS WITH OTHERS, CONNECT WITH
• REFERENCES
• KOZLOWSKI, S.W.J. (1998). TRAINING AND DEVELOPING ADAPTIVE TEAMS: THEORY,
PRINCIPLE, AND RESEARCH. IN J. A. CANNON
• BOWERS & E. SALAS (EDS.), DECISION MAKING UNDER STRESS: IMPLICATIONS FOR
TRAINING AND SIMULATION (PP. 115–153). AMERICAN PSYCHOLOGICAL ASSOCIATION.
• MOSHAVI, D., BROWN, W., & DODD, N. (2003). LEADER SELF-AWARENESS AND ITS
RELATIONSHIP TO SUBORDINATE ATTITUDES AND PERFORMANCE. LEADERSHIP &
ORGANIZATION DEVELOPMENT JOURNAL, 24, 407-418.
• VAN VESLOR, E., MCCAULEY, C.D., & RUDERMAN, M.N. (2010). THE CENTER FOR
CREATIVE LEADERSHIP HANDBOOK OF LEADERSHIP DEVELOPMENT (3RD ED.). JOSSEY-
BASS.

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