personality

#1 Set a major goal, but follow a path

• “The dynamic organisation within the individual of those psychophysical systems that determine his unique adjustments to his environment” - Gordon Allport.

• Determinants :

• Heredity

• Environment

• Situation.

Personality traits

• Myers Briggs Type Indicator ( MBTI):

• 16 primary traits:

• Reserved vs. out going,

• Less Intelligent vs. More intelligent.

• Affected by feelings vs . Emotional stable

• Submissive

• Serious

• Timid

The big five model - MBTI

• Extroversion

• Agreeableness

• Conscientiousness

• Emotional stability

• Openness to experience.

Machiavellianism

• Degree to which an individual is pragmatic , maintains emotional distance and believes that ends can justify means.

Type A and B personalities

• Type A:

• Aggressively involved in a chronic, incessant struggle to achieve more and more in less and less time, and if required to do so, against the opposing efforts of other things or other persons.

Type B

• “Rarely harried by the desire to obtain a wildly increasing number of things or participate in an endless growing series of events in an ever decreasing amount of time”

Personality Traits

• Personality Traits: Characteristics that influence how people think, feel and behave on and off the job.

• Include tendencies to be enthusiastic, demanding, easy-going, nervous, etc.

• Each trait can be viewed on a continuum, from low to high.

• There is no “wrong” trait, but rather managers have a complex mix of traits.

The Big Five Traits:

The Big Five

• Extroversion: people are positive and feel good about themselves and the world.

• Managers high on this trait are sociable, friendly.

• Negative Affectivity: people experience negative moods, are critical, and distressed.

• Managers are often critical and feel angry with others and themselves.

• Agreeableness: people like to get along with others.

• Managers are likable, and care about others.

• Conscientiousness: people tend to be careful, persevering.

• Openness to Experience: people are original, with broad interests.

Traits and Managers

• Successful managers vary widely on the “Big Five”.

• It is important to understand these traits since it helps explain a manager’s approach to planning, leading, organizing, etc.

• Managers should also be aware of their own style and try to tone down problem areas.

• Internal Locus of Control: People believe they are responsible for their fate.

• See their actions are important to achieving goals.

• External Locus of Control: People believe outside forces are responsible for their fate.

• Their actions make little difference in achieving outcomes.

• Managers need an Internal Locus of Control!

Other Traits

• Self-Esteem: Captures the degree to which people feel good about themselves and abilities.

• High self-esteem causes people to feel they are competent, and capable.

• Low self-esteem people have poor opinions of themselves and abilities.

• Need for Achievement: extent to which people have a desire to perform challenging tasks and meet personal standards.

• Need for Affiliation: the extent to which people want to build interpersonal relationships and being liked.

• Need for Power: indexes the desire to control or influence others.