Human Behavior on Organizations BIG FIVE MODEL OF PERSONALITY
Midterms, Chapter 5
1. Surgency - How strong is your desire to be a
leader?
PERSONALITY AND VALUES
People strong in leadership, more commonly
called Dominance, personality traits want to be
PERSONALITY in charge.
➔ June Peterson’s dilemma illustrates, ➔ They are energetic, assertive, active, and
different people behave differently in ambitious, with an interest in getting
their everyday lives. ahead and leading through competing
and influencing.
Personality/Personal Style - is a very complex
subject, yet in our daily lives we use trait Extroversion - is on a continuum between being
adjectives such as warm, aggressive, and an extrovert and being an introvert.
easygoing to describe people’s behavior.
➔ Extroverts are outgoing, sociable, and
gregarious, like to meet new people, and
are willing to confront others, whereas
PERSONALITY DEVELOPMENT AND introverts are shy.
CLASSIFICATION METHODS
Personality Development - is based on genetics 2. Agreeableness - How important is having
and environmental factors. good relationships to you?
➔ In short, personality is the sum of Agreeable Personality Behavior is strong when
genetics and a lifetime of learning. someone is called warm, easy-going, courteous,
good-natured, cooperative, tolerant,
Personality Traits, however, can be changed, compassionate, friendly, and sociable
with work.
➔ It is weak when someone is called cold,
➔ For example, people who are shy can difficult, uncompassionate, unfriendly,
become more outgoing. and unsociable.
➔ Strong Agreeable Personality types are
TYPE A, TYPE B, AND LOCUS OF sociable, spend most of their time with
CONTROL other people, and have lots of friends.
Type A Personality - is characterized as fast
moving, hard driving, time conscious, 3. Adjustment - How emotionally stable are you?
competitive, impatient, and preoccupied with
work. Adjustment is on a continuum between being
emotionally stable and being emotionally
Type B Personality - is the opposite of Type A, unstable.
often it is called laid-back or easygoing.
Stability - refers to self-control, calmness—good
under pressure, relaxed, secure, and
positive—and a willingness to praise others.
➔ Being emotionally unstable means being
out of control—poor under pressure,
nervous, insecure, moody, depressed,
angry, and negative and quick to
criticize others.
➔ People with poor adjustment are often O–Openness to Experience – curiosity, interest,
called Narcissists and tend to cause imagination and creativity to new ideas.
problems.
C–Conscientiousness – planning, organizing,
4. Conscientiousness - How strong is your desire hard-working, controlling, persevering, and
to be successful? punctuality.
- It is on a continuum between being responsible
and dependable and being irresponsible and E–Extraversion – sociable, talkative, active,
undependable. outgoing, and fun-loving.
5. Openness to Experience - How willing are you A–Agreeableness – friendly, warm, trusting,
to change and try new things? generous, and kind-hearted.
➔ The openness to experience personality
dimension includes traits related to N–Neuroticism (Emotional Stability) – taps a
being willing to change and try new person’s ability to withstand stress.
things.
➔ People with positive emotional stability
tend to be calm, relaxed and
comfortable.
PERSONALITY PROFILES
➔ Those with high negative scores tend to
Personality Profiles - identify individual strong be nervous, anxious, depressed and
and weak traits. Defining your personality can insecure.
help you find the right career.
OTHER PERSONALITIES TRAITS
THE MYERS-BRIGGS TYPE INDICATOR RELEVANT TO OB
(MBTI)
1. Core Self-Evaluation - People with positive
➔ It identifies your personality core self-evaluation like themselves and see
preferences. It is based on your four themselves as capable and effective in the
preferences (or inclinations) for certain workplace.
ways of thinking and behaving.
2. Self-Monitoring - Adjusts behavior to meet
external, situational factors. High monitors are
BIG FIVE TRAITS AND OB TRAIT
ACTIVATION THEORY more likely to become leaders in the workplace.
Big Five/Five Factor Model - a categorized 3. Risk-Taking - People differ in their willingness
scheme that describes personality developed by to take chances, a quality that affects how much
McRae and Costa in 1992. time and information managers make to make a
decision.
➔ Five universal and widely agreed upon
dimensions of personality and described
using its most positive traits in acronym 4. Proactive Personality - Identifies
O.C.E.A.N: opportunities, shows initiative, takes action, and
perseveres.
VALUES ROKEACH VALUE SURVEY (RVS)
A Person’s Values are the things that have worth Terminal Values - desirable end-states of
for or are important to the individual, and a existence Goals that a person would like
value system is the set of standards by which the to achieve during his or her lifetime
individual lives.
Instrumental Values - preferable modes of
Values - concern what “should be”; they behavior or means of achieving the terminal
influence the choices we make among values.
alternative behaviors.
➔ Values direct the form that motivated
behavior will take. PERSON-ORGANIZATION FIT
● When employees find organizations that
match their values, they are more likely
SPIRITUALITY IN THE WORKPLACE
to be selected and correspondingly be
more satisfied with their work.
Spirituality in the Workplace - is about people
seeing their work as a spiritual path, as an
opportunity to grow personally and to contribute ● The big five personality types are often
to society in a meaningful way. helpful in matching the individuals with
organizational culture.
➔ It is about learning to be more caring
and compassionate with fellow
employees, with bosses, with INTERNATIONAL VALUES
subordinates, and with customers.
There are global implications to personality
➔ It is about having integrity, being true to
oneself, and telling the truth to others. and values in the workplace. Frameworks
such as the Big Five are transferable across
cultures; in fact, it has been used worldwide.
GUIDELINES FOR LEADING FROM A
SPIRITUAL PERSPECTIVE However, the applicability is higher in some
cultures than others. Values, on the other
1. Know Thyself - All spiritual growth processes hand, differ to a great degree across
incorporate the principle of self- awareness.
cultures.
2. Act with Authenticity - Be yourself.
HOFSTEDE’S FRAMEWORK FOR
3. Respect and honor the beliefs of others - Be ASSESSING CULTURES FIVE FACTORS
open to other’s beliefs and values.
4. Be as trusting as you can be - This means 1. Power Distance
trusting yourself and that there is a Higher Power 2. Individualism vs. Collectivism
in your life and that if you ask, you will receive 3. Masculinity vs. Femininity
guidance on important issues. 4. Uncertainty Avoidance
5. Long-term vs. Short-term Orientation
5. Maintain a spiritual practice - Examples
include spending time in nature, attending Geert Hofstede developed a framework for
religious services, meditating, praying, and assessing culture.
reading inspirational literature.
The GLOBE, as discussed earlier, is also helpful in
framing differences between cultures. Global
Leadership and Organizational Behavior MORAL DEVELOPMENT
Effectiveness Ongoing study with nine factors:
Our ability to make ethical decisions is related to
our level of moral development when we face
ETHICS moral issues.
Ethics - refers to the moral standard of right and THE SITUATION
wrong behavior.
● Business - is often viewed as being People respond to Incentives and can often be
unethical, and today more businesses manipulated to do the ethical or unethical thing
are focusing on ensuring ethical based on the situation’s circumstances.
business.
● Highly competitive and unsupervised
situations increase the odds of unethical
behavior.
DOES ETHICAL BEHAVIOR PAY?
Unethical behavior occurs more often when
● Generally, the answer is yes. there is no formal ethics policy or code of ethics
and when unethical behavior is not punished.
Ethical/Unethical Behavior - is linked directly to
bottom-line performance. ● is especially prevalent when it is
rewarded.
Greed and Materialism - have led to distrust, if
not disdain, for business leaders. People are also less likely to report unethical
behavior (blow the whistle) when they perceive
the violation as not being serious and when the
violator is a friend.
PERSONALITY TRAITS AND ATTITUDE
The use of ethical behavior is related to our LEVELS OF MORAL DEVELOPMENT
individual needs and personality traits.
Leaders with surgency dominance personality Level 3: Postconventional
traits have two choices
● Behavior
1. To use power for personal benefit or to help - is motivated by universal
others. principles of right and wrong,
regardless of the expectations of
2. To gain power and to be conscientious with the leader or group.
high achievement, some people will use unethical - One seeks to balance the
behavior. concerns for self with those of
others and the common good.
At the risk of social rejection, economic loss, and
physical punishment, the individual will follow
ethical principles even if they violate the law .
Martin Luther King, Jr., for example,
broke what he considered unjust laws
and spent time in jail seeking universal
dignity and justice).
“I don’t lie to customers because it is wrong.”
- The common leadership style is visionary and
committed to serving others and a higher cause
while empowering followers to reach this level.
Level 2: Conventional
Living up to expectations of acceptable behavior
defined by others motivates behavior to fulfill
duties and obligations.
It is common for followers to copy the behavior
of the leaders and group.
If the group accepts lying, cheating, and stealing
when dealing with customers, suppliers, the
government, or competitors, so will the
individual.
On the other hand, if these behaviors are not
accepted, the individual will not do them neither.
● Peer Pressure - is used to enforce group
norms.
“I lie to customers because the other sales reps
do it too.”
It is common for lower-level managers to use a
leadership style similar to that of the higher-level
managers.
Level 1: Preconventional
● Self-Interest - motivates behavior to
meet one’s own needs and to gain
rewards while following rules and being
obedient to authority to avoid
punishment.
“I lie to customers to sell more products and get
higher commission checks.”
The common leadership style is autocratic
toward others while using one’s position for
personal advantage.
