Individual Differences: Self-Concept, Personality & Emotions Chapter 5 Individual Differences: Self-Concept, Personality & Emotions From Self-Concept to Self-Management Personality: Concepts and Controversy Emotions: An Emerging OB Topic

Self-concept Cognitions held about oneself as a physical, social, spiritual, or moral being Self-esteem – one’s overall self-evaluation Self-efficacy – belief about one’s chances of successfully accomplishing a task General Specific Self-fulfilling prophecy

Research shows Self-concept Varies by historical era, class, culture Self-esteem – moderately related to life satisfaction Low – negative self-view, trouble dealing with others, self-doubt High Self-efficacy Low – learned helplessness High - success

Effects of High Self-Efficacy 5-7 Figure 5-2 Effects of High Self-Efficacy Sources of Self-Efficacy Beliefs Feedback Behavioral Patterns Results Be active—select best opportunities Manage the situation— avoid or neutralize obstacles Set goals—establish standards Plan, prepare, practice Try hard: persevere Creatively solve problems Learn from setbacks Visualize success Limit Stress Prior Experience High “I know I can do this job” Success Prior Experience Self-efficacy beliefs Prior Experience Prior Experience McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

Effects of Low Self-Efficacy 5-8 Figure 5-2 cont. Effects of Low Self-Efficacy Sources of Self-Efficacy Beliefs Feedback Behavioral Patterns Results Be passive Avoid difficult tasks Develop weak aspirations and low commitment Focus on personal deficiencies Don’t even try—make a weak effort Quit or become discouraged because of setbacks Blame setbacks on lack of ability or bad luck Worry, experience stress, become depressed Think of excuses for failing Prior Experience Self-efficacy beliefs Prior Experience Prior Experience Low “I don’t think I can get the job done” Failure Prior Experience McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

Managers can foster self-efficacy through: 5-9 Managers can foster self-efficacy through: Recruiting/selection/job assignments Job design Training and development Self-management Goal setting and quality improvement Coaching Leadership and mentoring Rewards McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

Self-monitoring Extent to which one observes own behavior, reads and adapts to social cues Low – lack ability or motivation present desired appearance Insensitive High – have ability and desire to present desired appearance Insincere Positively related to career success, conversationalism, leadership, performance in boundary-spanning positions

Organizational Identification Integration of beliefs about one’s organization into one’s identity Can lead to loyalty, commitment, higher performance Can lead to loss of objectivity, groupthink, lack of constructive conflict

Personality The combination of stable physical and mental characteristics that give the individual her or his identity Interaction of environment (nurture) and genetics (nature) Trait

Research into personality testing at work shows Questionable predictive ability due to doubtful Doubtful predictive validity Doubtful differential validity Doubtful construct validity Negatively impacted by faking Validity can be improved

The Big Five Personality Dimensions 5-13 Table 5-3 The Big Five Personality Dimensions Personality Dimension Characteristics of a Person Scoring Positively on the Dimension Outgoing, talkative, social, assertive (promotions, salary, career satisfaction) 1) Extraversion Trusting, good natured, cooperative, soft hearted 2) Agreeableness Dependable, responsible, achievement, oriented, persistent (job performance, longevity) 3) Conscientiousness Relaxed, secure, unworried 4) Emotional stability Intellectual, imaginative, curious, broad minded (school success) 5) Openness to experience McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

Research into Big 5 shows Valid personality measure O moderately related to school performance C moderately to strongly related to job performance C moderately related to longevity

Proactive Personalities are Valued Human Capital 5-14 Proactive Personalities are Valued Human Capital Proactive Personality action-oriented person who shows initiative and perseveres to change things McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

5-15 Locus of Control External Locus of Control one’s life outcomes attributed to environmental factors such as luck or fate Internal Locus of Control belief that one controls key events and consequences in one’s life. McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

Positive and Negative Emotions 5-16 Figure 5-4 Positive and Negative Emotions Happiness /Joy Pride Love/affection Relief Anger Fright/ anxiety Guilt/ shame Sadness Envy/ jealousy Disgust Negative Emotions (goal incongruent) Positive Emotions (goal congruent) McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

Emotional Intelligence 5-17 Emotional Intelligence Emotional Intelligence ability to manage oneself and interact with others in a constructive way McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

5-18 Table 5-5 Developing Personal and Social Competence through Emotional Intelligence Personal Competence: Self-Management Emotional self-control Transparency Achievement Initiative Optimism Self-Awareness Emotional self-awareness Accurate self-assessment Self-confidence McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

5-19 Table 5-5 cont. Developing Personal and Social Competence through Emotional Intelligence Social Competence: Social Awareness Empathy Organizational awareness Service Relationship Management Inspirational leadership Influence Developing others Change catalyst Conflict management Building bonds Teamwork and collaboration McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

Practical OB Research Insights about Emotions 5-20 Practical OB Research Insights about Emotions EI differentially impacts managers and workers Genders experience emotions similarly but express them differently EI tests have questionable validity Emotional Contagion people can “catch” one another’s bad mood or displayed negative emotions Emotional Labor when an employee masks their true feelings and emotions--“faking” a positive attitude for the sake of the customer or organization Can lead to bottled up anger and frustration Emotional repression can lead to emotional exhaustion and burnout McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

Type A and Type B personalities 5-22 Figure 5-6 cont. Type A and Type B personalities Type A Intense desire to achieve Extremely competitive Sense of urgency Can be hostile Type B Relaxed Patient Feel no need to display or discuss achievements McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

Research shows Type A Type B Related to heart disease Work more hours 5-24 Figure 5-6 cont. Research shows Type A Related to heart disease Work more hours Often make poor decisions More likely to be involved in conflict Not good team players Type B Tend to achieve career goals McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.