Nachravelbionsyy ae pralie/Honpul AU dislene an - es dye —: “| gael os Sols Norecseyain Recictz } 0 random | adjuat TyPe Bol soe’ SelP culestna”! poly ace fo Coupon atten ® Gihaad. | Hae eget Maler boro ais t p sheas frok Sup teat q Aqqressiv xsywek Papabient dos bbe dint Pact * [Pers | a he ; sue. Drobo. 4 likes! by Sf atten'y hiy SM. Quonti ky, : ales Pov dich - hier Pe fs J beam othe SelP- How ft+ wr ewrreay are loud and Define personality, describe how itis Why are some people quiet and. passive, while others a : Aggressive? Arc Certin personality types better adapted than others for certain job types? Before we can answer these questions, we need to ‘measured, and explain the factors that determine an individual's personali Penonality. address a more basic one: What is personality? What Is Personality? When we talk of personality, we don't mean a person has charm, a positiv attitude toward life, a smiling face, or a place as a finalist for “Miss Beautiful Smile” in this year’s Miss India contest. When psychologists talk of personality, they mean a dynamic concept describing the growth and development of @ person's whole psychological system Defining Personality ‘The definition of personality we most frequently use was produced by Gordon Allport nearly 70 years ago. He said personal dynamic organization within the individual of those psychoph ne his unique adjustments to his environment.” For our purposes, n ei tet dynoauic OXY ear hy a eee eee Lae } oe | =S>debemn odf* Ov ical to’and interacts with others. We most often describe it in terms of measurable traits a person exhibits Q) Measuring Personality The most important reason managers need to kn how t measure personality is that research has shown personality tests useful in hiring decisions and help managers forecast who is best for a jPersonality 127 Some managers use personality test scores 10 better understand and more effectively manage the PeOple ROSE Tor them. The most common means of measuring personality is through self-report surveys, with which individuals evaluate themselves on a series of factors, such as “I worry lot about the future.” Though self-report measures work well when well constructed, one weakness is that the respondent might lie or practice impression management—that is, “fake good” on the test to create a good impression. Evidence shows that when, people know that their personality scores are going to be used for hiring decisions, they rate themsehes as about half a standard deviation more Conscientious and emotionally stable than if they are taking the test just to learn more about themselves.* Another problem is accuracy. A perfectly good candidate could have just been in a bad mood when the survey was taken and that will make the test scores less accurate, Observerratings surveys provide an independent assessment of personality Observer toh PRCR Ure RESID ctasreer docs the raing (nenceames its te ns eS ee Ject’s knowledge and sometimes not). Though the results of self-report surveys and obscrver-ratings surveys are strongly correlated, research suggests observ ratings surveys are a better predictor of success on the job.5 However, each ca tell us something unique about an individual's behavior in the workplace. (2) Personality Determinants An carly debate in personality research centered on ‘whether an individual's personality was the result of heredity or of environment. ‘Clearly, there’s no simple black-and-white answer. Personality appears to be a result of both hereditary and environmental factors. However, it might surprise you that research hus tended to support the importance of heredity over the enxironment f Heredity refers to factors determined at conception, Physical stature, facial ke atractiveness, gender, temperament, muscle composition“and reflexes, energy Ne Aevel, and biological rithms are generally considered to be cither completely or substantially influenced by who your parents are—that is, by their biological, phys- ‘ological, and inherent psychological makeup. The heredity approach argues that the ultimate explanation of an individual's personality is the molecular structure ‘ofthe genes, located in the chromosomes. Researchers in many diferent countries have studied thousands of ses of iden- tical twins who were separated at birth and raised separately If heredity played liude or no part in determining personality you would expect to fin few vlan! ties between the separated twins. But wins raised apart have much in common, Foralmost every behavioral trait, a significant part ofthe similarity between ther turns out to be associated with genetic factors. One set of twins separated for 39 years and raised 45 miles apart were fouind to drive the same model and color cat, They chain-smoked the sume brand of cigarette, owned dogs with the same ‘name, and regularly vacationed within three blocks of each otherin a beach com ‘munity 1,500 miles away. Researchers have found that genetics accounts for about 50 percent ofthe persona snares beween wins ar more than 30 percent the similarities in occupational and leisure interests. — dleler hinasieaies Petre ene Se parcia sont melee oor ; ality development. The personalities of identical twins raised in different Pessonet ty Perel are more smart cach othe than othe personales osiings eaeBaz _— : un pne |." Pexe nok a | uk pare es hat pemonality never changes. People. ; f : c, as when young Y oyer prior uaensres of dependably tend increase nS ist i 2 ang ay 4 and establishing a career that requine’, ting a family fase, strong individual differences | base frais Aeuairn Sor roles like star responsibility. However an: vTeendability remain; everyone tends to change e sly the same.” An analo; their rank order stays roughly ey eve this clearer. Children become smarter as they age, ae i ace Sh am ate nM ein saver than Rajesh at age 2, she | atage % . Still, : tikely tp be so at age 20, too. Consistent with the notion that he are periods of great exploration and change, research has pe t eG persona ity is more changeable in adolescence and more stable among adults. Early work on the structure of personality tried to identify and labe endutin, a scribe an individual's behavior, includin Shy; aggressive, submissive, lazy, ambitious, loyal, and timid. When someon ‘exhibits these characteristics in a large number of situations, we call then personality traits of that person.’ The more consistent the characteristic ove: .e, and the more frequently it occurs in diverse situations, the more impor tant that trait is in describing the individual. Early efforts to identify the primary traits that govern behavior"? often resulted in long lists that were difficult to generalize from and provided little ag 8° P practical guidance to organizational decision makers. Two exceptions are the Myers-Briggs Type Indicator and the Big Five Model, now the dominant frameworks for identifying and classifying traits. jespite this incr ee hhange by about the same amount, gy to intelligence may mak ryone is smart. the teenage yea The Myers-Briggs Type Indicator ‘The Myers-Briggs Type Indicator (MBT1) is the most widely used pers alicy- instrument in the world.!! It is a 100-question personality test that i asks people how they usually feel or act in particular situations. On [> 2 eaecteihe mre Sto Tre the basis of their answers, individuals are classified as extraverted or Indicator personality frameworkand introverted (E or 1), sensing or intuitive (S or N), thinkinggr feelin, assessitsstengths and weaknesses, (Tor #)-and judging or perceiving (Jor P). These terms are defined + Extracted (E) versus Intoverted (), Extraverted Tadividuals ares outgoing . " ‘Sociable, and assertive. Introverts are quiet and shy: = Paachea! / Aowbine Jota sensing) eersus initive (N). Sense types are practical and Waker) -,, and order. They focus on details. Intuitives rely ne delecls} Untonscievs Mes and look at the “big picture.” ¢ Thinking (1) versus Feeling (F). Thinking types use reason and. mee use reason and logic to h: Tas Aeaaoning/ logic fo sob ‘Perblo problems. Feeling types rely on their personal values and emotions — ludging (J) versus Perceiving (P). Judgi : a fo save Qusfns ng (P). Judging types want control andl prefer | F-. Volua 2 en's bs r world to be ordered and strtctured. Petcening types ave flenibhe acd on e p: Haikbapontaneous. prefer routine ‘on unconscious processes Reales Sperm" These classifications together describe 16 personality types, with every, 78 Ts. person identified with one of the items in each of the four pairs. Let's explo several examples. Introverted /Intuitive/Thi people (INT) cr < are visionaries. They usually have ogiginal minds and great dri eonescall nigral ideas and purposes. They are skeptical, critic n von a ‘5 ‘often stubborn, ESTJsare organizers. gest iduas +p decisive and have a natural head for business or mechanics. They like to 61 nize and run activities. The ENTP type is a conceptualizer, innovative, indi ualistic, versatile, and attracted to entrepreneurial ideas. This person tends iss Oe ane independant, ddernind , shubbeun .Personality 129 be resourceful in sohing challenging problems but may neglect rune assignments A book profiling 13 comtemporary businesspeople who created superanccessal fm, including Apple Computer, FedEx, Honda Motors, Microsoft and Son, found that ll were incite thinkers (NTS). This resalt i pareany interesting because intuitive thinkers represent onl 5 percent of the population : The MBL edb onanizions ning Apple Computer ATT Citigroup, GF, 3M Co. many hosp and educational nsitutions, and even the Us Armed Fores. In spite of ts popular, evidence is mixed about dhe MBITs “oly asa measure of pesonaliywith most ofthe evidence suggesting isn One problem i that it forces person int either one type or another (hati Jouve ether introverted or extaverted), There isno in-between, though people Can be bt extaertedand introverted to some degree. The best we can says th theMBII can beavaluable too for increasing selEawareness and providing cree! fhidance. But beease resus tendo be unrelated to job performance, managers probably shouldnt use ias a selection est or job candidates The Big Five Personality Model The MBTI may lack strong supporting evidence, but the same can't be 3 Wentity heey traitsinthe Big Five sai for the Big Five Model. An impressive body of research supports its personality model thesis that five basic dimensions underlie all others and encompass ‘most ofthe significant variation in human personaliy:'* The following ae the Big Five factors: + ‘¢ Extraversion. The extraversion dimension captures our comfort level with relationships. Extraverts tend to be gregarious, assertive, and sociable. Intro- serts tend to be reserved, timid, and quiet ‘© Agreabioness. The agreeableness dimension refers to an individual's propensity to defer to others. Highly agreeable people are enoperative, warm, and trusting People who score low on agreeableness are cold, disagreeable, and antagonistic. ‘© Ginscientiousness. The conscientiousness dimension isa measure of reliability. A highly conscientious person is responsible, organized, dependable, and persistent. Those who score low on this dimension are easily distracted, disor- ganized, and unreliable. © Emotional sabitty. The emotional stability dimension—ofien labeled by its ‘converse, neuroticism—taps a person's ability to withstand stress. People with postive emotional stability tend to be calm, selEconfident, and secure. Those ‘with high negative scores tend to be nervous, anxious, cepressed, and insecure. * Openness to experience. The openness to experience dimension addresses range of interests and fascination with novelty. Extremely open people are | creative, curious, and artistically sensitive. Those at the other end of the ‘openness category are conventional andl find comfort in the fabg een pean \j Qe —— havior at Work? i robot ig Fee TAS PTE hse pi Fre has found reaionshihs TN or the mostcitrd rm | formance! AS the a natindividuals who ase deper if] ‘ful, thorough, able 5 a evar oe enroreticl tend 0 have higher job p perio ein St ato, ep te igh develop higher levels of job knowledge, proba” y eB en an Se mere ree of 18 Hadley re Fe mel reaied vo academic performance)” 1 rae eae then contribute to higher levels ofjob pera at te endousness is as important for managers as [1 frontline Demonstratehow the BigFie waits DM SFIBTET shown, asdy ofthe personalityscores of 314( 10 predict bchavio at work srrldates in private equity companies (of whom 295 were hired, and Cre eat) Typed Por D pare Type tetionalty De ou buoy people who are exceie compete and ng riencing a sense of time urgeney? isa good bt those people have Type A personalities. A cone Te ne ity , is “aggrestively involved in a chronic, incessant struggle to achieve more wad t eney MMpaltont h Comubhviress,Beserie feat > TMvantity thend Pour cleci identity apprlorty/ unk a voter displaasite | sal "- ea eS / jd Froabs at thei own busines p Ther wan reattited todo so, against the opposing efforts walking, and eating rapidly the rate at which most events take place not cope with leisure time Are obsessed with numbe how mu TS, measuring their success in terms of how many or ch of everything they acquire ne ‘Type B is exactly the opposite, “rarely harried by the desire to obtain a ‘creasing number of things or participate in an endless growing series of sects in an ever-decreasing amount of time." Type B’s never suffer from a Sense of time urgency with its accompanying impatience, can relax without guilt and so on, " ‘Type A's operate under moderate to high levels of stress. They subject them- selves to more or less continuous time pressure, creating a life lines. ‘These characteristics result in some rather specific behavioral outcomes. Type \'s are fast workers hecause they emphasize quantity over quality. In managerial tions, they demonstrate their competitiveness by working long hours and, Rot infrequently, making poor decisions to new problems. They rarely vary in their responses to specific challenges in their milicu; hence, their behavior is ‘easier to predict than that of Type B's Do Type A\s differ from Type B's in their ability to get hired? The answer appears to be “ves.” Type A's do better than Type B's in job interviews because they are more likely to be judged as having desirable traits such as high dive competence, aggressiveness, and success motivation. Proactive Personality Did you ever notice that some people actively take the initiative to improve their current circumstances or create new ones? These are proactive personalities. Those with a proaetive personality identify opportunities, show initiative, take action, and persevere until meaningful change occurs, compared to others who passively react to situations. Proactives create positive change in their environment, regardless of, or even in spite of, constraints or obstacles. Not surprisingly, they have many desirable behaviors that organizations covet. They are more likely than others to be seen as leaders and to act as change agents within an or ‘Other actions of proactives can be positive or negative, depending on the or ganization and the situation, Proactives ave more likely to challenge the status uo or voice their displeasure when situations aren't to their liking,” If an or ie ; ative, proactive make res people wid ini ganization good candidates; however, they pene individuals, proactives ‘They select, create, and influence work situations in ‘oui job and organizational information, develop contacts to achieve career suc