WHO ARE YOU?

WHO ARE YOU?

• Describe Yourself
• What will you do when you enter into a marriage function?
• How neat is your room?
• Your friends are planning for a trip .what is your reaction?
• Your elders insult you in front of everyone? What is your
reaction?
• You are going into a new city. what you will do?
PERSONALIT Y

Dr. REENA GEORGE

 WHAT IS PERSONALIT Y
The word ‘personality’ can be originally traced to the Latin words per sona which
means to speak through
Personality is “the dynamic organization within the individual and of those psychophysical systems
that determine his unique adjustments to his environment - Gordon Allport

Ø Personality is the stable patterns of behaviour and consistent internal states that determine how an individual
reacts to and interacts with others

Ø Generally, personality refers to the set of traits and behaviours that characterise an individual.

Ø It is a relatively stable pattern of behaviour and explains a person’s behavioural tendencies

 WHAT IS PERSONALIT Y
Ø Personality, combines a stable set of physical and mental characteristics that reflect how a

person looks thinks, acts and feels.

Ø Personality, is the sum total of unique ways in which an individual reacts and interacts with others.

Ø Personality is the relatively stable set of psychological attributes that distinguish one person from

another.

Ø Personality is the sum total of what a person is biologically, psychologically and behaviourally.

Ø Personality refers to the sum total of internal and external traits of an individual, which are

relatively stable and that makes the individual different from others.
 NATURE OF PERSONALIT Y
Uniqueness : Each person is unique and distinct. The term 'personality' represents the overall, broad

profile of certain stable characteristics of an individual - what X has in common with others and what

separates X from others in terms of certain traits and behaviours.

Stable Patterns: Each person has some stable patterns of behaviours and consistent internal states. This

means that how X would behave in case of an accident to his colleague, how he would react when

someone breaks the queue, what he would do to mend someone smoking in a public place, etc.

Although a person's personality undergoes certain changes over time most behaviour patterns are visible

and understandable to his own family members

 NATURE OF PERSONALIT Y
Internal Plus External Picture: Personality has both internal and external elements. One can easily form

an opinion by observing the external traits of a person. The internal states such as feelings, thoughts,

emotions and values make a person somewhat unique and even mystical. Every person is different from

every other person in some respects, while being similar in other respects.

Shaped by Environment: Although there is a biological basis to personality, the specific development is

product of social and cultural environments.

DETERMINANTS OF PERSONALIT Y
1. BIOLOGICAL FACTORS

These factors have one-sided impact on personality.

(a)Physical features
• An individual’s external appearance or physical features has a tremendous effect on personality.
• For example, the fact that a person is short or tall, fat or thin, handsome or ugly, black or whitish
will undoubtedly influence the person's effect on others and in turn will affect the self-concept.

(b)Brain
• psychologists are unable to prove empirically the contribution of human brain in influencing
personality.
• Father and children generally adopt the same type of brain stimulation.
• The differences are caused by environment.
• An individual's personality is developed on the basis of structure of brain
c)Heredity

• There are some genetic factors that play a part in determining certain aspects of what we tend to

become.

• Whether we are tall or short, experience good health or ill health, are quickly irritable or patient, are

all characteristics that can, in many cases, be traced to heredity

• Heredity refers to those factors that were determined at conception.

• It is transmitted by genes in the chromosomes contributed by each parent.

• Heredity plays an important role in one's personality.

• It varies from one personality to another.

2. CULTURAL FACTORS

• The culture and the values we are surrounded by significantly tend to shape our personal values
and inclination.
• Thus, people born in different cultures tend to develop different types of personalities which in turn
significantly influence their behaviours.
• For example, we have seen that people in Gujarat are more enterprising than people from other
states,
• Punjabis are more diligent and hardworking, and people from Bengal are more creative and have
an intellectual bend and the like.
• Culture generally determines attitude towards independence,' aggression, competition and co-
operation.
• Every culture has its own sub cultures; each with its own views about such qualities has moral
values, standards of cleanliness, style of dress, and definitions of success.
3..FAMILY AND SOCIAL FACTORS
• The socio-economic status of the family, the number of children in the family and birth order, and
the background and education of the parents and extended members of the family such as uncles
and aunts, influence the shaping of personality to a considerable extent.
• It happens through
a) Socialisation process-
• it involves a process by which a person acquires the enormously wide range of behaviour
potentialities that are open to him or her, starting at birth, from mother, later from other members
of family and social groups.
• Thus socialization process starts with the initial contact between mother and infant and later on
from the family members and social groups. These people and groups influence the personality of
an individual.
 b) Identification process –

• The parents play an important part in the identification process which is important to an
individual’s early development.
• This process occurs when a person tries to identify himself with some person whom he feels is
ideal or a model in the family.
• Generally, a child in the family tries to behave like his father or mother.
• The process of identification can be viewed from three angles
• It can be viewed as a similarity of behavior between the child and model
• Identification can be looked upon as the child's motives or desires to be like the model
• It can be viewed as a process through which the child takes on the attributes of the model
c. Home environment-
it is an important factor that influences the personality development of an individual.
The overall home environment created by parents, in addition to their direct influence, is critical to
personality development

d. Family members- family is the first-factor affecting personality development after hereditary
characteristics are endowed. Rich people have different personalities from those of poor

e. Parental influences – the positive and negative personalities of children are dependent on their
parent’s characteristics and mutual behavior.

f. Social group : it consists of peers, school friends, and members of the working group who
influence in the personality development of an individual.
4. SITUATIONAL FACTORS
• Situations influence the effect of heredity and environment on personality.
• Different situations demands different aspects of one's personality.
• It has been observed that many arrogant and undisciplined employees became humble and
disciplined in a particular situation.
https://openpsyc hometrics.or g/tes ts/ipip-bf fm/
 ‘BIG FIVE’ PERSONALIT Y TRAITS
Extraversion. This dimension captures a person’s comfort level with relationships. Extraverted individuals are
sociable, talkative, and assertive.

Agreeableness. This dimension refers to how readily a person will go along with others. Highly agreeable people
are good-natured, cooperative, warm, and trusting.

Conscientiousness. This dimension is a measure of a person’s reliability. People who score high on
conscientiousness are responsible, dependable, persistent, and achievement-oriented.

Emotional stability. This dimension taps a person’s ability to withstand stress. People high on emotional
stability are calm, self-confident, and secure.

Openness to experience. The final dimension addresses a person’s range of interests and fascination with
novelty. People high on openness to experience are imaginative, artistically sensitive, and intellectuals
‘BIG FIVE’ PERSONALIT Y TRAITS
‘BIG FIVE’ PERSONALIT Y TRAITS
‘BIG FIVE’ PERSONALIT Y TRAITS
 THE MYERS-BRIGGS T YPE INDICATOR
• Myers-Briggs Type Indicator (MBTI) : It is essentially a 100-question personality test that
asks people how they usually feel or act in particular situations.
• The MBTI classifies people based on how they prefer to focus their attention, collect information,
process and evaluate information, and orient themselves to the outer world. These classifications
are then combined into 16 personality types.
• Briefly, personality is classified along the following dimensions:
• Extraversion/Introversion (E or I). refers to how people focus themselves: inside (introversion)
or outside (extraversion).
• Sensing/Intuiting (S or N). This dimension refers to how people gather information: very
systematically (sensing) or relying on intuition (intuiting).
• Thinking/Feeling (T or F). This dimension refers to how people prefer to make decisions:
objectively and impersonally (thinking) or subjectively and interpersonally (feeling)
• Judging/Perceiving (J or P). This dimension refers to how people order their daily lives: being decisive and planned
(judging) or spontaneous and flexible (perceiving).
PERSONALIT Y ATTRIBUTES INFLUENCING OB

Ø Locus of control

Ø Machiavellianism

Ø Self-Esteem

Ø Self-Monitoring

Ø Risk-Taking

Ø Type A and Type B Personalities

Ø Proactive Personality
LOCUS OF CONTROL
• Some people believe that they are in control of their own destinies.

• Other people see themselves as pawns of fate, believing that what happens to them in their lives is due to

luck or chance.

• those who believe that they control their destinies, have been labelled internals,

• Those who see their lives as being controlled by outside forces, have been called externals.

• A person’s perception of the source of his or her fate is termed locus of control.
 INTERNALS EXTERNALS
People who believe they are masters of their own fate People who believe they are the pawns of fate

More likely to solve problem when they encounter an More likely to see the obstacle as caused by outside forces, and
obstacle while trying to achieve a goal they will not necessarily know what to do in the face of that
obstacle

Show greater motivation, believe that their efforts will Are more detached from the work setting, and are less involved
result in good performance, and get higher salaries and in their jobs because they feel they have little control over
greater salary increases than externals organizational outcomes.

Report greater well-being Externals are less satisfied with their jobs, have higher
Internals believe that health is substantially under their absenteeism rates
own control through proper habits, absenteeism are lower

Internals search more actively for information before More compliant and willing to follow directions, and do well on
making a decision, are more motivated to achieve, and jobs that are well structured and routine and in which success
make a greater attempt to control their environment, depends heavily on complying with the direction of other
therefore, internals do well on sophisticated tasks.
MACHIAVELLIANISM
• The degree to which an individual is pragmatic( practical thinking), maintains emotional distance, and believes that
‘ends can justify mean’
• “If it works, use it” is consistent with a high-Mach perspective
• High Machs manipulate more, win more, are persuaded less, and persuade others more than do low Mach
high Machs flourish
(1) when they interact face-to-face with others rather than indirectly;
(2) when the situation has a minimum number of rules and regulations, thus allowing latitude for improvisation
(3) when low Machs get distracted by emotional involvement with details irrelevant to winning
• . In jobs that require bargaining skills (such as labour negotiation) or that offer substantial rewards for winning (as in
commissioned sales), high Machs will be productive.

• But if the ends cannot justify the means, if there are absolute standards of behaviour, or if the three situational factors
noted are not in evidence, high Mach’s performance will be severely affected
 SELF ESTEEM
The degree to which individuals like or dislike themselves

HIGH SELF-ESTEEM LOW SELF ESTEEM

Believe that they have the ability to succeed at work. Low SEs are more easily influenced by external factors

Take more risks in job selection and are more likely to Dependent on the receipt of positive evaluations from
choose unconventional jobs others

Tend to emphasize the positive when confronted with failure More prone to conform to the beliefs and behaviours of
those they respect

. In managerial positions, low SE s tend to be concerned

with pleasing others and, therefore, are less likely to take
unpopular stands

High SEs are more satisfied with their jobs

SELF-MONITORING

A personality trait that measures an individual’s ability to adjust behaviour to external,

situational factor

• Some people are better able to pay attention to the external environment and respond accordingly, a
characteristic known as self-monitoring
 HIGH SELF MONITORS LOW SELF MONITORS
Show considerable ability to adjust and adapt their Cannot disguise themselves in the same way.
behaviour to the situations they are in

They are highly sensitive to external cues and can behave They tend to display their true dispositions and attitudes in
differently in different situations every situation; hence, there is high behavioural
consistency between who they are and what they do

Capable of presenting striking contradictions between

their public personae and their private selves

Tend to pay closer attention to the behaviour of others and

are more capable of conforming than are low self-monitor

High self-monitoring managers tend to be more mobile in

their careers and receive more promotion
RISK TAKING
A person’s willingness to take chances or risks.

§ The tendency to assume or avoid risk has been shown to have an impact on how long it takes
managers to make a decision and how much information they require before making their choice.
§ high risk-taking might lead to higher performance for a stock trader in a brokerage firm because
that type of job demands rapid decision making.
§ On the other hand, a willingness to take risks would not be suitable for an accountant who performs
auditing activities.
§ Organizations also send messages about how much risk is tolerated.
§ Some managers convey to employees that they will be punished if they take risks that fail. This can
dampen one’s natural risk-taking tendencies
TYPE A PERSONALITY

§ impatient, hurried, competitive, and hostile

§ 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
§ demonstrate their competitiveness by working long hours and, not infrequently, making poor decisions
because they make them too fast
§ Are always moving, walking, and eating rapidly
§ Rarely creative
§ rely on past experiences when faced with problems.
§ seldom vary in their responses to specific challenges in their environment, and so their behaviour is easier
to predict
TYPE B PERSONALITY

§ Never suffer from a sense of time urgency with its accompanying impatience
§ Feel no need to display or discuss either their achievements or accomplishments unless such exposure is
demanded by the situation
§ Play for fun and relaxation, rather than to exhibit their superiority at any cost
§ Can relax without guilt

Type A workers who faced high job complexity had higher death rates from
heart-related disorder
Type B workers suffer less when handling more complex jobs than do Type As.
 PROACTIVE PERSONALITY
A person who identifies opportunities, shows initiative, takes action, and perseveres until
meaningful change

• They create positive change in their environment, even in spite of constraints or obstacles
• Proactives are more likely to be seen as leaders and are more likely to act as change agents within the
organization
• Proactives are more likely to challenge the status quo or voice their displeasure when situations are not to
their liking
• These are people that are also more likely to leave an organization to start their own business
• As individuals, proactives are more likely to achieve career success. This is because they select, create, and
influence work situations in their favour
• Proactive’s are more likely to seek out job and organizational information, develop contact in high places,
• Engage in career planning, and demonstrate persistence in the face of career obstacles.
 QUESTIONS

Determinants of personality
Define personality. What are the personality attributes influencing behavior
Big 5 personality traits
Type of personality
Introvert and extrovert personalities