1. Chapter 3: Individual Differences

2. The “Right Stuff” at the Wrong Time
Entrepreneurs/Innovators as business men and women
Zynga
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3. https://www. youtube. com/watch
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4. What is Personality?
Regularities in feeling, thought, and action that are characteristic of an individual
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5. The Role of Heredity Occupational choice Motivation
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6. Myers-Briggs Type Indicator (MBTI)
Most-often administered personality test
Introversion vs. Extraversion
Sensing vs. Intuition
Thinking vs. Feeling
Judging vs. Perceiving
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7. The MBTI Limitations Limited support for validity and reliability Uses
Training and classroom settings
Conflict resolution
Team building
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8. “THE BIG FIVE” Openness Conscientiousness Extraversion Agreeableness
Trait
Description
Openness
Being curious, original, intellectual, creative, and open to new ideas
Conscientiousness
Being organized, systematic, punctual, achievement oriented, and dependable
Extraversion
Being outgoing, talkative, sociable, and able to enjoy social situations
Agreeableness
Being affable, tolerant, sensitive, trusting, kind, and warm
Neuroticism
Being anxious, irritable, temperamental, and moody
Source: Barrick, M. R., & Mount, M. K. (2005). Yes, personality matters: Moving on to more important matters. Human Performance, 18, 359–372.
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9. Personality Types A, B, C, and D
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10.
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11. Psychological Capital dimensions
Efficacy – belief in oneself
Optimism – being positive
Hope – seeing the pathways to the future
Resiliency – ability to “bounce back”
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12. DIMENSIONS OF POSITIVE Psychological Capital
Source: Adapted from Luthans, F. & Youssef, C. M. (2004). Investing in People for Competitive Advantage. Organizational Dynamics, 33(5), p.152.
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13. Emotions and Moods at Work
Emotional contagion
Emotions spread to others
(positive or negative)
Affect – refers to both emotions and moods
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14. HOW Mood & Affect RELATE TO Performance
Source: Rothbard, N. P. & Wilks, S. L. (2011). Waking up on the right or wrong side of the bed: Start-of-workday mood, work events, employee affect, and performance. Academy of Management Journal, 54(5), 959–980. p. 963.
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15. EMOTIONAL INTELLIGENCE (EI)
Self-awareness
Other-awareness
Emotion regulation
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16.
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17.
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18. Can EI Be Learned?
1. The first discovery: Who do I want to be? 2. The second discovery: Who am I? What are my strengths and gaps? 3. The third discovery: How can I build on strengths and reduce the gaps? 4. The fourth discovery: Trying new behaviors, thoughts and feelings 5. The fifth discovery: Developing trusting relationships that enable change
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19. Emotional Labor: “FakE it until you Make it”
Scripts
Level of “faking” differs
Deep acting -- we actually try to change our emotions
Surface acting -- we hide our emotions and feelings
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20. Affective Events Theory: An Organizing Framework
The work environment and events trigger emotional reactions (positive and negative affect).
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21. AFFECTIVE EVENTS THEORY
Source: Ashkanasy, N. M., & Daus, C. S. (2002). Emotion in the workplace: The new challenge for managers. Academy of Management Executive, 16(1), p. 77.
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22. Diversity
Includes individual attributes like gender, race/ethnicity, age, and disability status
Much more than protected classes
Surface level and deep level
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23. GENERATIONS AT THE WORKPLACE
Traditionalists (born between 1900 and 1945)
Boomers (born between 1946 and 1964)
Generation X or Gen Xers (born between and 1980)
Millennials (born between 1981 and 1999)
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24. Generations on the Job Traditionalists Boomers Gen. Xers Millennials
“Build a legacy”
A lifetime career with one company
“Build a stellar career”
Excel in career
“Build a portable career”
A repertoire of skill, experience
“Build parallel careers”
Several jobs simultaneously
Career Goals
Security and fair rewards, part-time schedule
Monetary gains and career progression, flexibility
Immediate rewards and career portability
Parallel careers and choice
Work/Life
Support me in maintaining balance
Help me balance everyone else and find myself
Give me balance now, not when
I’m 65
Work isn’t everything, I need flexibility to balance all my activities
Source: Adapted from Zemke, R., Raines, C., & Filipczak, B. (2000). Generations at work: Managing the clash of Veterans, Boomers, Xers, and Nexters in your workplace. New York, NY: American Management Association.
Scandura, Essentials of Organizational Behavior. © SAGE Publications, 2016.

25. Leadership Implications: Embracing Diversity
Diversity is related to competitive advantage.
Organizations should include in their diversity planning:
Cost, attraction of human resources, marketing success, creativity and innovation, problem-solving quality, and organizational flexibility.
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26. Good leaders are extroverts
Debate 1
Round One
Team One
Presentation of “Pro/positive” or “Arguments for”
5 minutes
Team Two
Presentation of “Con/negative” or “Arguments against”
Team Discussion Period
This period is used for teams to prepare their responses
Round Two
Response or rebuttal of “Pro/positive” or “Arguments for”
3 minutes
Response or rebuttal of “Con/negative” or “Arguments against”
Good leaders are extroverts
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