1. ©Prentice Hall, 2001Chapter 41 Chapter 4 Personality and Emotions

2. ©Prentice Hall, 2001Chapter 42 Learning Objectives Explain individual personality factors Describe the MTBI personality framework Discuss the Big Five Personality Model Examine how job typology affects the personality-job performance relationship Differentiate emotions from moods

3. ©Prentice Hall, 2001Chapter 43 Learning Objectives Contrast felt versus displayed emotions Read emotions Explain gender-differences in emotions Describe external constraints on emotions Apply concepts on emotions to OB issues

4. ©Prentice Hall, 2001Chapter 44 What Is Personality? “The sum total of ways in which an individual reacts and interacts with others” What Is Personality? “The sum total of ways in which an individual reacts and interacts with others” HeredityHereditySituationSituationEnvironmentEnvironment

5. ©Prentice Hall, 2001Chapter 45 Personality Traits Enduring characteristics that describe an individual’s behavior Reserved Less Intelligent Affected by Feelings Submissive Serious Expedient Timid Tough-Minded Outgoing More Intelligent Emotionally Stable Dominant Happy-Go-Lucky Conscientious Venturesome Sensitive

6. ©Prentice Hall, 2001Chapter 46 Personality Traits Trusting Practical Forthright Self-Assured Conservative Group-Dependent Uncontrolled Relaxed Suspicious Imaginative Shrewd Apprehensive Experimenting Self-Sufficient Controlled Tense

7. ©Prentice Hall, 2001Chapter 47 Style of Decision Making Judgmental (J) Perceptive (P) Preference for Decision Making Thinking (T) Feeling (F) Type of Social Interaction Introvert (I) Extrovert (E) Preference for Gathering Data Intuitive (N) Sensing (S) Myers-Briggs Type Indicator

8. ©Prentice Hall, 2001Chapter 48 The Big Five Personality Model Openness to Experience Extraversion Agreeableness Conscientiousness Emotional Stability

9. ©Prentice Hall, 2001Chapter 49 Personality and Job Performance Openness to Experience Extraversion Agreeableness Conscientiousness Emotional Stability What kinds of Jobs?

10. ©Prentice Hall, 2001Chapter 410 Personality Attributes and Org Behavior RiskTaking Locus of Control Self-Esteem Type A Personality Self-Monitoring MachiavellianTraits

11. ©Prentice Hall, 2001Chapter 411 Locus of Control Internal locus of control –control what happens External locus of control –fate and luck Research findings and Implications –externals: higher absenteeism rate, less involved, less satisfied; active; more managerial and professional jobs –internals: higher turnover, more successful and satisfied; passive; compliant; structured and routines

12. ©Prentice Hall, 2001Chapter 412 Machiavellianism (Mach) Pragmatic, maintains emotional distance, and beliefs that ends can justify means Research findings and implications –High Machs: persuasive, manipulative, prefer face-to-face interaction; a minimum number of rules and regulations;

13. ©Prentice Hall, 2001Chapter 413 Self-esteem Definition –Individuals’ degree of liking or disliking of themselves research findings –high self-esteem: take more risks; more willing to take a stand; high job satisfaction –Low self-esteem: more susceptible to external influence; more prone to conform beliefs and behaviors of others; concern with pleasing others

14. ©Prentice Hall, 2001Chapter 414 Self-monitoring Definition –Individuals’ ability to adjust his/her behavior to external, situational factors Research Findings –High self-monitoring: disguise themselves; capable of conforming; put on different faces for different audience –Low self-monitoring: display true dispositions;

15. ©Prentice Hall, 2001Chapter 415 Type A and Type B Personality Type A –competitive, urgency, aggressive, impatient, stressful, rarely creative Type B –lay back, relax, methodological

16. ©Prentice Hall, 2001Chapter 416 Achievement and Material SuccessAchievement SuccessRelationship to the EnvironmentRelationship Environment Personality and National Culture

17. ©Prentice Hall, 2001Chapter 417 Holland’s Personality-Job Fit Theory TypePersonalityOccupations Realistic Investigative Social Conventional Enterprising Artistic Shy, Stable, Practical Analytical, Independent Sociable, Cooperative Practical, Efficient Ambitious, Energetic Imaginative, Idealistic Mechanic, Farmer, Assembly-Line Worker Biologist, Economist, Mathematician Social Worker, Teacher, Counselor Accountant, Manager Bank Teller Lawyer, Salesperson Painter, Writer, Musician

18. ©Prentice Hall, 2001Chapter 418 Investigative A I S C E R Realistic Artistic Social Enterprising Conventional Occupational Personality Types

19. ©Prentice Hall, 2001Chapter 419 What Are Emotions? Affect A broad range of FeelingAffect FeelingMoods lack of contextual StimulusMoods StimulusEmotions Object specific Emotions

20. ©Prentice Hall, 2001Chapter 420 Emotions and OrganizationalBehavior OrganizationalBehavior DisplayedEmotionsDisplayedEmotions FeltEmotionsFeltEmotions EmotionalLaborEmotionalLabor

21. ©Prentice Hall, 2001Chapter 421 Happiness Surprise Fear Sadness Anger Disgust Six Universal Emotions

22. ©Prentice Hall, 2001Chapter 422 Emotions In The Workplace Gender and Emotions Intensity of Emotions Frequency and Duration EmotionlessPeople

23. ©Prentice Hall, 2001Chapter 423 CulturalInfluencesOrganizationalInfluences (i.e., Disney) External Constraints on Emotions

24. ©Prentice Hall, 2001Chapter 424 Ability and Selection InterpersonalConflict Leadership DecisionMaking DeviantBehavior Motivation Emotions and OB Applications

25. ©Prentice Hall, 2001Chapter 425 Discussion “Traits are powerful predictors of behavior” (p.113) – individuals are highly adaptive or consistent –Disposition predictors –Contextual predictors Case Incident (p. 115)