PERSONALITY

Mukhtar Ali Talpur

What Is Personality

Dynamic concept describing the growth and

development of a person’s whole psychological
system

The characteristic patterns of thoughts, feelings,

and behaviors that make a person unique
Defining Personality
The definition of personality we most frequently use was
produced by Gordon Allport nearly 70 years ago. Allport said
personality is “the dynamic organization within the individual
of those psychophysical systems that determine his unique
adjustments to his environment.” For our purposes, you
should think of personality as the sum total of ways in which
an individual reacts to and interacts with others. We most often
describe it in terms of the measurable traits a person exhibits
DETERMINANTS OF PERSONALITY
an element that determines or identifies the nature of
something

• BIOLOGICAL :
• FAMILY/GROUP
• SITUATIONAL FACTOR
• CULTURAL FACTOR
 BIOLOGICAL DETERMINANTS
HEREDITY: The passing on of physical and mental
characteristics genetically from one generation to another.
Hair, color, brain, physical features.

Gender : The gender is also one of the important factor in the

personality
 FAMILY/SOCIAL DETERMINANTS

• Home environment
• Family type
• Social groups
 CULTURAL DETERMINANTS

• Ideas
• Behavior
• Material culture
• Belives
 SITUATIONAL DETERMINANTS

• Financial position
• Health
• Environment
• Powers and freedom
 CARL JUNG’S CLASSIFICATION OF
PERSONALITY
Personality develops as a process of creativity
and it has four phases ( thinking, feeling,
sensation and intuition )

Individual personality is mixture of these factor

and can be classified into extrovert and introvert
types
 CARL JUNG’S CLASSIFICATION OF
PERSONALITY
EXTROVERT
• Are energized by socializing in larger group of
people
• Having many friends
• Are talkative
• Thinks in terms of objective
• Accept change easily
 CARL JUNG’S CLASSIFICATION OF
PERSONALITY
INTROVERT
• Are energized by spending time alone
• Having less friends, less risk taking
• Are less talkative, directive oriented
• Require strong motivation and directions.
• Do not Accept change easily
PERSONALITY
INTROVERT
 This theory helps management in deciding

Job design , Motivation , leadership styles Career development and

Training

INTROVERT is more likely to perform better in repetitive jobs

EXTROVERT performs better in dynamic and environmental oriented

jobs
 Big five personality traits
(OCEAN MODEL)

• The five basic personality traits is a theory developed in 1949 by D.

W. Fiske (1949) and later expanded upon by other researchers
including Norman (1967), Smith (1967), Goldberg (1981), and
McCrae & Costa (1987).

• 1- Openness to experience
• 2- Conscientiousness
• 3- Extraversion
• 4- Agreeableness
• 5- Emotional stability (neuroticism):
 Big five personality traits
(OCEAN MODEL)

The Big Five Model, also known as the Five-

Factor Model, is the most widely accepted
personality theory held by psychologists today.
The theory states that personality can be boiled
down to five core factors, known by the
acronym OCEAN:
1- Openness to experience: The openness to
experience dimension addresses range of
interests and fascination with novelty. Extremely
open people are creative, curious, and artistically
sensitive. Those at the other end of the category
are conventional and find comfort in the
familiar.
2- Conscientiousness: The conscientiousness
dimension is a measure of reliability. A highly
conscientious person is responsible, organized,
dependable, and persistent. Those who score low
on this dimension are easily distracted,
disorganized, and unreliable
3- Extraversion: The extraversion dimension
captures our comfort level with relationships.
Extraverts tend to be gregarious, assertive, and
sociable. Introverts tend to be reserved, timid,
and quiet
4- Agreeableness : The agreeableness dimension
refers to an individual’s propensity to defer to
others. Highly agreeable people are cooperative,
warm, and trusting. People who score low on
agreeableness are cold, disagreeable, and
antagonistic
5- Emotional stability (neuroticism): The
emotional stability dimension—often labeled by
its converse, neuroticism—taps a person’s
ability to withstand stress. People with positive
emotional stability tend to be calm, self-
confident, and secure. Those with high negative
scores tend to be nervous, anxious, depressed,
and insecure
 JOHN HOLAND’S OCCUPATIONAL
PERSONALITY TYPE
John holand classify personality on the basis of occupational interests
into six categories
1. Realistic
2. Investigative
3. Artistic
4. Social
5. Enterprising
6. conventional
1. Realistic (R)- The ‘Doer’
2. Investigative (I) — The ‘Thinker’
3. Artistic (A) — The ‘Creator’
4. Social (S) — The ‘Helper’
5. Enterprising (E) — The ‘Persuader’
6. Conventional (C ) — The ‘Organizer’
• Realistic (R) —

• Out door and technical interest

• Like to work with plant animals and machines
• Dislike informing others and teaching
• Avoid social activities
• Like to learn by practical works
• Investigate (I) —

• Analytical , intellectual and observant enjoy research and

mathematical work
• Focus on creative problem solving

• Research science are there preferred professions.

• Artistic (A) —

• The prefer creative and artistic work, like paiting, music and
other things
• Self expressive
• Writers
• Social (S) —

• Highly responsible
• Enjoy helping counsellig, healing and developing people
• Social workers, yoga teachers
• Enterprising(E) —

• Leaders, speakers, initiatives energetic

• Persuading other people
• Impacting other people counselling people
• Very good public speakers
• Conventional (C ) —

• Comfortable working under already established environment

rules and regulations
• Prefer organized systematic activities
• Other Personality Traits Relevant to OB

• Although the Big Five traits have proven highly relevant to

OB, they don’t exhaust the range of traits that can describe
someone’s personality. Now we’ll look at other, more
specific, attributes that are powerful predictors of behavior
in organizations. The first relates to our core self-evaluation.
The others are Machiavellianism, narcissism, self-
monitoring, propensity for risk taking, proactive personality,
and other-orientation.
• Core Self-Evaluation People who have positive core self-
evaluations like themselves and see themselves as effective,
capable, and in control of their environment. Those with
negative core self-evaluations tend to dislike themselves,
question their capabilities, and view themselves as powerless
over their environment. 29 We discussed in Chapter 3that
core self-evaluations relate to job satisfaction because
people positive on this trait see more challenge in their job
and actually attain more complex jobs.
• But what about job performance? People with positive core
self-evaluations perform better than others because they set
more ambitious goals, are more committed to their goals,
and persist longer in attempting to reach these goals. One
study of life insurance agents found core self-evaluations
were critical predictors of performance. Ninety percent of
life insurance sales calls end in rejection, so an agent has to
believe in him- or herself to persist. In fact, this study
showed the majority of successful salespersons did have
positive core self-evaluations. 30 Such people also provide
better customer service, are more popular co-workers, and
have careers that both begin on better footing and ascend
more rapidly over time. 31 Some evidence suggests that
individuals high in core self-evaluations perform especially
well if they also feel their work provides meaning and is
helpful to others. 32
• Machiavellianism
• Kuzi is a young bank manager in Taiwan. He’s had three
promotions in the past 4 years and makes no apologies for
the aggressive tactics he’s used to propel his career upward.
“I’m prepared to do whatever I have to do to get ahead,” he
says. Kuzi would properly be called Machiavellian
• The personality characteristic of Machiavellianism (often
abbreviated Mach) is named after Niccolo Machiavelli, who
wrote in the sixteenth century on how to gain and use power.
An individual high in Machiavellianism is pragmatic,
maintains emotional distance, and believes ends can justify
means. “If it works, use it” is consistent with a high-Mach
perspective. A considerable amount of research has found
high Machs manipulate more, win more, are persuaded less,
and persuade others more than do low Machs. 3
• They like their jobs less, are more stressed by their work,
and engage in more deviant work behaviors. 36 Yet high-
Mach outcomes are moderated by situational factors. High
Machs flourish (1) when they interact face to face with
others rather than indirectly; (2) when the situation has
minimal rules and regulations, allowing latitude for
improvisation; and (3) when emotional involvement with
details irrelevant to winning distracts low Machs. 37 Thus,
in jobs that require bargaining skills (such as labor
negotiation) or that offer substantial rewards for winning
(such as commissioned sales), high Machs will be
productive. But if ends can’t justify the means, there are
absolute standards of behavior, or the three situational
factors we noted are not in evidence, our ability to predict a
high Mach’s performance will be severely curtailed
• Narcissism
• Hans likes to be the center of attention. He looks at himself
in the mirror a lot, has extravagant dreams, and considers
himself a person of many talents. Hans is a narcissist. The
term is from the Greek myth of Narcissus, a man so vain and
proud he fell in love with his own image. In psychology,
narcissism describes a person who has a grandiose sense of
self-importance, requires excessive admiration, has a sense
of entitlement, and is arrogant. Evidence suggests that
narcissists are more charismatic and thus more likely to
emerge as leaders, and they may even display better
psychological health (at least as they self-report). 38
• Despite having some advantages, most evidence suggests
that narcissism is undesirable. A study found that while
narcissists thought they were better leaders than their
colleagues, their supervisors actually rated them as worse.
An Oracle executive described that company’s CEO Larry
Ellison as follows: “The difference between God and Larry
is that God does not believe he is Larry.” 39 Because
narcissists often want to gain the admiration of others and
receive affirmation of their superiority, they tend to “talk
down” to those who threaten them, treating others as if they
were inferior. N
• Narcissists also tend to be selfish and exploitive and believe
others exist for their benefit. 40 Their bosses rate them as
less effective at their jobs than others, particularly when it
comes to helping people. 41 Subsequent research using data
compiled over 100 years has shown that narcissistic CEOs
of baseball organizations tend to generate higher levels of
manager turnover, although curiously, members of external
organizations see them as more influential. 42
• Self-Monitoring
• Joyce McIntyre is always in trouble at work. Though she’s
competent, hardworking, and productive, in performance
reviews she is rated no better than average, and she seems to
have made a career of irritating bosses. Joyce’s problem is
that she’s politically inept. She’s unable to adjust her
behavior to fit changing situations. As she puts it, “I’m true
to myself. I don’t remake myself to please others.” We
would describe Joyce as a low self-monitor.
• Self-Monitoring
• Joyce McIntyre is always in trouble at work. Though she’s
competent, hardworking, and productive, in performance
reviews she is rated no better than average, and she seems to
have made a career of irritating bosses. Joyce’s problem is
that she’s politically inept. She’s unable to adjust her
behavior to fit changing situations. As she puts it, “I’m true
to myself. I don’t remake myself to please others.” We
would describe Joyce as a low self-monitor.
• Proactive Personality

• Did you ever notice that some people actively take the
initiative to improve their current circumstances or create
new ones? These are proactive personalities. 51 Those with
a proactive personality identify opportunities, show
initiative, take action, and persevere until meaningful change
occurs, compared to others who passively react to situations.
Proactives create positive change in their environment,
regardless of, or even in spite of, constraints or obstacles. 52
Not surprisingly, they have many desirable behaviors that
organizations covet. They are more likely than others to be
seen as leaders and to act as change agents. 53 Proactive
individuals are more likely to be satisfied with work and
help others more with their tasks, largely because they build