1. Personality and Emotions Session 3

2. What is Personality ?

3. In behavioral Sciences, Personality is a trait

4. Self Esteem
First reverse-score the following items: 1, 2, 4, 6, and 7. To reverse score, convert the 4s to 1s, the 3s to 2s, and the 1s to
4s and the 2s to 3s.
After reversing the items, sum your scores for all 10 items to
get your total score.
Scores range from 10 to 40, with higher scores indicating higher self-esteem.
Comparison Data
In a study of college students completing the scale (Vispoel,
Boo and Bleiler, 2001) means for the scale were as follows:
Computer-based administration 32.57
Paper and pencil administration 32.60

5. Rotter’s Locus of Control Scale
Score one point for each of the following: 2.a, 3.b, 4.b, 5.b, 6.a, 7.a, 9.a, 10.b, 11.b, 12.b, 13.b, 15.b, 16.a, 17.a, 18.a, 20.a, 21.a, 22.b, 23.a, 25.a, 26.b, 28.b, 29.a. Ignore Q. 1, 8, 14, 19, 24 and 27

6. Scoring of EI Scale
Self Awareness: Add your responses to questions 1, 6, 7, 8, 12,14, 17, 19, 20, 22, 23, and 27
Self – Management: Add your responses to questions 2, 3, 9, 10, 16, 21, 28, 31.
Social Awareness: Add your responses to questions 4, 15, 18, 25, 29, and 32
Social Skills / Relationship Management: Add your responses to questions 5, 11, 13, 24, 26, 30

7. What is Personality? Personality
The sum total of ways in which an individual reacts and interacts with others.
Personality Traits
Enduring characteristics that describe an individual’s behavior.
Personality
Determinants
Heredity
Environment
Situation
Early work has been done by Gordon Allport

8. Personality Theories
Trait Theory – understand individuals by breaking down behavior patterns into observable traits
Psychodynamic Theory – emphasizes the unconscious determinants of behavior
Humanistic Theory – emphasizes individual growth and improvement
Integrative Approach – describes personality as a composite of an individual’s psychological processes 7 7 7 7

9. The Big Five Model of Personality Dimensions
Extroversion Sociable, gregarious, and assertive
Agreeableness Good-natured, cooperative, and trusting.
Conscientiousness Responsible, dependable, persistent, and organized.
Emotional Stability Calm, self-confident, secure (positive) versus nervous, depressed, and insecure (negative).
Openness to Experience Imaginativeness, artistic, sensitivity, and intellectualism.

10. Cattell 16 PF Founder – Raymond Cattell (1940)
Based on 16 source traits
Popular personality questionnaire used in workplace setting.

11. How personality theories may be applied in organizations.

12. Four Measures of Personality
[Projective Test]
elicits an individual’s response to abstract stimuli
[Behavioral Measures]
personality assessments that involve observing an individual’s behavior in a controlled situation 16 16 16

13. Four Measures of Personality
[Self-Report Questionnaire]
assessment involving an individual’s responses to questions
[Myers-Briggs Type Indicator MBTI)]
instrument measuring Jung’s theory of individual differences 16 16 16

14. Myers-Briggs Type Indicator
In the 1940’s, Myers and Briggs developed the MBTI to understand individual differences by analyzing the combinations of preferences.

15. MBTI Preferences 18 18

16. MBTI Scales ISTJ ISFJ INFJ INTJ ISTP ISFP INFP INTP ESTP ESFP ENFP
ENTP
ESTJ
ESFJ
ENFJ
ENTJ
Introverts
Extraverts
SOURCE: Modified and reproduced by special permission of the Publisher. Consulting Psychologists Press, Inc. Palo Alto, CA from Introduction to Type, Sixth Edition by Isabel Briggs Myers. Copyright 1998 by Consulting Psychologists Press, Inc. All rights reserved. Further reproduction is prohibited without the Publisher’s written consent.
Sensing Types
Intuitive Types

17. Myers-Briggs Sixteen Primary Traits

18. Myers-Briggs Type Indicator
[Based on Carl Jung’s theories]
People are fundamentally different
People are fundamentally alike
Population made up of extraverted and introverted types. 17 17 17

19. Uses of MBTI
Understand different viewpoints of others in the organization.
Team building.
Show benefits of diversity and differences.

20. Personality Characteristics in Organizations
A strong
situation can
overwhelm the effects
of individual personalities
by providing strong cues
for appropriate behavior 13 14 14 14

21. Other Measures DISC Drive Influence Steadiness Compliance
Thomas Profiling
FIRO –B – Expressed behavior & Wanted behavior
Measures needs for Inclusion, Control & Affection

22. Major Personality Attributes Influencing OB
Locus of control
Machiavellianism
Self-esteem
Self-monitoring
Risk taking
Type A personality
Core Self Evaluation
Proactive Personality

23. Locus of Control
The degree to which people believe they are masters of their own fate.
Internals Individuals who believe that they control what happens to them.
Externals Individuals who believe that what happens to them is controlled by outside forces such as luck or chance.

24. Machiavellianism Founder – Niccolo Machiavelli
Degree to which an individual is pragmatic, maintains emotional distance, and believes that ends can justify means.
Conditions Favoring High Machs
Direct interaction
Minimal rules and regulations
Emotions distract for others

25. Self-Efficacy
Beliefs and Expectations about one’s ability to accomplish a specific task effectively
Task Specific
General

26. Personality Characteristics in Organizations
Sources of self-efficacy
Prior experiences and prior success
Behavior models (observing success)
Persuasion
Assessment of current physical and emotional capabilities 9 10 10 10

27. Self-Esteem Failure tends to decrease self-esteem Success tends
to increase
self-esteem 10 11 11 11

28. Self-Monitoring Behavior based on cues High self monitors
flexible: adjust behavior according to the situation and the behavior of others
can appear unpredictable and inconsistent
Low self monitors
act from internal states rather than from situational cues
show consistency
less likely to respond to work group norms or supervisory feedback 11 12 12 12

29. Make a job-related geographic move
WHO IS MOST LIKELY TO. . .
Low self monitors
High self monitors 
Get promoted 
Change employers
Make a job-related geographic move 

30. Risk-Taking High Risk-taking Managers Low Risk-taking Managers
Make quicker decisions
Use less information to make decisions
Operate in smaller and more entrepreneurial organizations
Low Risk-taking Managers
Are slower to make decisions
Require more information before making decisions
Exist in larger organizations with stable environments
Risk Propensity
Aligning managers’ risk-taking propensity to job requirements should be beneficial to organizations.

31. Personality Types Type A’s
are always moving, walking, and eating rapidly;
feel impatient with the rate at which most events take place;
strive to think or do two or more things at once;
cannot cope with leisure time;
are obsessed with numbers, measuring their success in terms of how many or how much of everything they acquire.
Type B’s
never suffer from a sense of time urgency with its accompanying impatience;
feel no need to display or discuss either their achievements or accomplishments;
play for fun and relaxation, rather than to exhibit their superiority at any cost;
can relax without guilt.

32. Personality Types Proactive Personality
Identifies opportunities, shows initiative, takes action, and perseveres until meaningful change occurs.
Creates positive change in the environment, regardless or even in spite of constraints or obstacles.

33. Achieving Person-Job Fit
Personality-Job Fit Theory (Holland)
Identifies six personality types and proposes that the fit between personality type and occupational environment determines satisfaction and turnover.
Personality Types
Realistic
Investigative
Social
Conventional
Enterprising
Artistic

34. Holland’s Typology of Personality and Congruent Occupations

35. Relationships among Occupational Personality Types
Source: Reprinted by special permission of the publisher, Psychological Assessment Resources, Inc., from Making Vocational Choices, copyright 1973, 1985, 1992 by Psychological Assessment Resources, Inc. All rights reserved.

36. Emotions- Why Emotions Were Ignored in OB
The “myth of rationality”
Organizations are not emotion-free.
Emotions of any kind are disruptive to organizations.
Original OB focus was solely on the effects of strong negative emotions that interfered with individual and organizational efficiency.

37. Affect A broad range of emotions that people experience.
What Are Emotions?
Affect A broad range of emotions that people experience.
Emotions Intense feelings that are directed at someone or something.
Moods Feelings that tend to be less intense than emotions and that lack a contextual stimulus.

38. What Are Emotions? (cont’d)
Emotional Labor
A situation in which an employee expresses organizationally desired emotions during interpersonal transactions.
Emotional Dissonance
A situation in which an employee must project one emotion while simultaneously feeling another.

39. Basic Moods Positive Affect –
Mood dimension consisting of positive emotions such as excitement, self - assurance
Negative Affect –
Mood dimension consisting of negative emotions such as nervousness, stress
Functions of Emotions –
To be rational, we should experience emotions.

40. Felt versus Displayed Emotions
Felt Emotions
An individual’s actual emotions.
Displayed Emotions
Emotions that are organizationally required and considered appropriate in a given job.

41. Emotion Continuum
The closer any two emotions are to each other on the continuum, the more likely people are to confuse them.
Source: Based on R.D. Woodworth, Experimental Psychology (New York: Holt, 1938).

42. Emotion Dimensions Variety of emotions Intensity of emotions
Positive
Negative
Intensity of emotions
Personality
Job Requirements
Frequency and duration of emotions
How often emotions are exhibited.
How long emotions are displayed.

43. Gender and Emotions Women Men Can show greater emotional expression.
Experience emotions more intensely.
Display emotions more frequently.
Are more comfortable in expressing emotions.
Are better at reading others’ emotions.
Men
Believe that displaying emotions is inconsistent with the male image.
Are innately less able to read and to identify with others’ emotions.
Have less need to seek social approval by showing positive emotions.

44. External Constraints on Emotions
Organizational Influences
Cultural Influences
Individual Emotions

45. Affective Events Theory (AET)
Emotions are negative or positive responses to a work environment event.
Personality and mood determine the intensity of the emotional response.
Emotions can influence a broad range of work performance and job satisfaction variables.
Implications of the theory:
Individual response reflects emotions and mood cycles.
Current and past emotions affect job satisfaction.
Emotional fluctuations create variations in job satisfaction.
Emotions have only short-term effects on job performance.
Both negative and positive emotions can distract workers and reduce job performance.

46. Affective Events Theory (AET)
Source: Based on N.M. Ashkanasy and C.S. Daus, “Emotion in the Workplace: The New Challenge for Managers,” Academy of Management Executive, February 2002, p. 77.

47. OB Applications of Understanding Emotions
Ability and Selection
Emotions affect employee effectiveness.
Decision Making
Emotions are an important part of the decision- making process in organizations.
Motivation
Emotional commitment to work and high motivation are strongly linked.
Leadership
Emotions are important to acceptance of messages from organizational leaders.

48. OB Applications… (cont’d)
Interpersonal Conflict
Conflict in the workplace and individual emotions are strongly intertwined.
Customer Services
Emotions affect service quality delivered to customers which, in turn, affects customer relationships.
Deviant Workplace Behaviors
Negative emotions lead to employee deviance (actions that violate norms and threaten the organization).
Productivity failures
Property theft and destruction
Political actions
Personal aggression

49. Emotional Intelligence
An assortment of non cognitive skills, capabilities, and competencies that influence a person’s ability to succeed in coping with environmental demands and pressures.
Emotional Intelligence (EI)
Self-awareness
Self-management
Self-motivation
Empathy
Social skills
Research Findings
High EI scores, not high IQ scores, characterize high performers.

50. A study of US Air Force recruiters showed that top performers exhibited high levels of EI. Using these findings, Air Force revamped its selection criteria. A follow up showed that future hires who had high EI scores were 2.6 times more successful than those who didn’t.
L’Oreal salespersons selected on EI scores outsold those hired using company’s old selection procedure.