PERSONALITY

PERSONALITY
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Unit-2 Personality
Meaning
and
Determinants
of
Personality, Process of Personality
Formation,
personality
Types,
Assessment of Personality Traits for
Increasing Self-Awareness

Introduction
Why people are different?
( Unique Traits/ Characteristics)
Personality-The unique & relatively stable pattern of
behavior, thoughts and emotions shown by individuals.
Personality is How a person affects others, how he
understands and views himself and his pattern of inner
and outer measurable traits.
Ones physical appearance and behavior affects
others. Understanding oneself means one is unique
with a set of attitudes and values and self-concept. The
pattern of measurable traits refers to a set of
characteristics that the person exhibits.

Aspects of Personality or
Individual Differences
Some people tend to be satisfied no
matter what the conditions are where
they work, whereas others tend to be
dissatisfied.
Eg. Job Satisfaction & working
conditions

 The term Personality has been derived from

a Greek word Persona means to speak
through. This term was used in reference
to the mask worn by the actors in ancient
Greece & Rome.

The word personality refers to the role a

person is playing in the public.

Personality represents the personal

characteristics
which
leads
to
consistent pattern of behavior.
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Personality -Definitions
Relatively
stable
pattern of behaviors
and
consistent
internal states that
explain a person's
behavioral
tendencies.

Personality -Definitions
Gordon Allport- The dynamic organization
within the individual of those psychophysical
systems that determine his unique adjustments
to his environment.
Personality is a vehicle to integrate perception,
learning, values and attitudes and thus to
understand the total person.
Stephen P. Robbins The sum total of ways in
which an individual reacts and interacts with
others.
Personality is the culmination of experiences and
genetic influences.

JOHARI WINDOW
Developed by American psychologists named as
Joseph Luft & Hary Ingham in 1950
A
model
for
self-awareness,
personal
development,
group
development
and
understanding relationship
A model of giving and receiving feedback
Johari window deals with both our understanding of
ourselves as well as the way we interact with others
based on that degree of understanding.
Feedback is a verbal/non-verbal communication to a
person/group providing them information as to that
how their behavior is affecting you and the state of
your feelings & perception as how your behavior is
affecting them.
Johari window is a communication window through
which you give or receive information about yourself
and others.
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The Model
Also referred to as a 'disclosure/feedback
model of self awareness', and an
'information processing tool'
Represents
information
feelings,
experience,
views,
attitudes,
skills,
intentions, motivation, etc - within or
about a person - in relation to their team,
from four perspectives
Can also be used to represent the same
information for a team in relation to other
teams
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Johari Window-Terminology
Refers to 'self' and 'others
Self' - oneself, i.e., the person
subject to the Johari Window analysis
Others' - other people in the team

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The four Johari Window

perspectives
Called 'regions' or 'areas' or 'quadrants'.
Each contains and represents the information feelings, motivation, etc in terms of whether the
information is known or unknown by the person,
and whether the information is known or unknown by
others in the team
The four regions, areas, quadrants, or perspectives
are as follows, showing the quadrant numbers and
commonly used names

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Johari Window
SELF
Known

Known

Unknown

OPEN/
ARENA

BLIND

CLOSED/
HIDDEN

DARK/
UNKOWN

OTHER
S
Unknown

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Johari window four

regions
1.Open area, open self, free area, free self, or
'the arena: what is known by the person about
him/herself and is also known by others.
2. Blind area, blind self, or 'blind spot: what is
unknown by the person about him/herself but
which others know.
3. Hidden area, hidden self, avoided area,
avoided self or 'faade: what the person
knows about him/herself that others do not know.
4. Unknown area or unknown self: what is
unknown by the person about him/herself and is
also unknown by others.
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Johari Quadrant 1
Open self/area, 'free area, 'public area',
'arena
Also known as the 'area of free activity
Information about the person - behavior, attitude,
feelings, emotion, knowledge, experience, skills,
views, etc known by the person ('the self') and
known by the team ('others').
The aim in any team is to develop the 'open area' for
every person, because when we work in this area
with others we are at our most effective and
productive, and the team is at its most productive too
The open free area, or 'the arena - the space where
good communications and cooperation occur, free
from distractions, mistrust, confusion, conflict and
misunderstanding

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Johari Quadrant 2

Blind self' or 'blind area' or 'blindspot: what is

known
about a person by others in the group, but is unknown
by the
person him/herself
Could also be referred to as ignorance about oneself, or
issues
in which one is deluded
Not an effective or productive space for individuals or
groups
Also include issues that others are deliberately
withholding
from a person
The aim is to reduce this area by seeking or soliciting
feedback
from others and thereby to increase the open area, i.e.,
to
increase self-awareness
Team members and managers take responsibility for
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reducing

Team
Which understands itself i.e., each member
having a strong mutual understanding with the team
- is far more effective than a team which does not
understand each other i.e., whose embers have
large hidden, blind, and/or unknown areas.
Members - and leaders - should strive to increase
their open
free areas, and to reduce their blind, hidden and
unknown
areas
Seeking feedback about the blind area will reduce
the blind
area, and will increase the open free area

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Johari Quadrant 3
Hidden self' or 'hidden area' or 'avoided
self/area' or 'facade What is known to ourselves
but kept hidden from, and therefore unknown, to
others
Represents information, feelings, etc, anything that a
person knows about him/self, but which is not
revealed or is kept
hidden from others
Also include sensitivities, fears, hidden agendas,
manipulative intentions, secrets - anything that a
person knows but does not reveal
Relevant hidden information and feelings, etc, should
be moved into the open area through the process of
'self-disclosure' and exposure process'
Organizational culture and working atmosphere have
a major influence on team members' preparedness to
disclose their hidden selves.
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Johari quadrant 4
Unknown self, 'area of unknown activity,
'unknown area
Information, feelings, latent abilities, aptitudes,
experiences etc, that are unknown to the person
him/herself and unknown to others in the group
Can be prompted through self-discovery or
observation by others, or through collective or
mutual discovery
Counseling can also uncover unknown issues
Managers and leaders can create an environment
that encourages self-discovery, and to promote the
processes of self discovery, constructive observation
and feedback among team members
The unknown area could also include repressed or
subconscious feelings rooted in formative events
and traumatic past experiences, which can stay
unknown for a lifetime.
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Ideal Window
Large Arena suggests that much of
persons behavior is open to other
group members. Interaction is open
both in terms of giving and receiving
feedback.

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Ideal Window
Self

Arena

Other
s

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Interviewer
Large Close window suggest a person
whose characteristic participation style is
to ask questions in the group but not to
give information. They use to withhold
information with them . Giving feedback is
less than receiving.
They feel distrust and irritation while
interacting with others.

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Interviewe
r

Other
s

Self

Close

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Bull-in China shop

(Insensitive to others)
He may either be a poor listener or
may respond to feedback in such a
way that group members are
reluctant to continue to give him
feedback.

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Bull-in China Shop

Self

Blind

Other
s

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Turtle
He may be silent member or the
observer in the group. Who neither
gives nor asks for feedback. He
appears to have a shell around him
which insulates him from other group
members.

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Turtle
Self

Other
s

Unknown

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Key Points of the Johari Window

Develop the Open Area for every person.
Working in this area with others usually allows for
enhanced individual and team effectiveness and
productivity. The Open Area is the space where
good communications and cooperation occur, free
from confusion, conflict and misunderstanding.
Self-disclosure is the process by which people
expand the Open Area vertically. Feedback is the
process by which people expand this area
horizontally.
By encouraging healthy self-disclosure and sensitive
feedback, we can build a stronger and more
effective team.
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Determinants that Shape the

Personality( By Fred Luthans)
Biological Factors- Heredity, The
Split -Brain Psychology, Physical
characteristic, Physical
Characteristics & Rate of Maturing

Family/
Social
Factors

PERSONALITY

Cultural
Factors

Situational Factors
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Biological Factors-Heredity
Heredity is the molecular structure of
genes located in chromosomes.
Physical and psychological
characteristics are transmitted at the
time of birth.
Beauty, muscle composition, energy
level etc.
JIM TWINS
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Biological Factors-Brain

Brain is influenced by biological factors. Structure and

composition of brain plays an important role in shaping
personality. There are few empirical findings to state that the
brain influences the personality.
ESB( Electric Stimulation of Brain)/ electric stimulation to reduce
the stress/tension, induce creativity
SBP (Split Brain Psychology)
Left Hemisphere controls right side of the body
Right hemisphere controls left side of the body
Left Hemisphere
Right Hemisphere
Logical/ Mathematical Rational/Holistic
Controlled
Emotional
Intellectual
Intuitive/Creative
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Analytic
Synthetic

Biological Factors- Physical

Characteristics & Rate of
Maturing
Physical appearance vital ingredient
of personality( fair, tall or short,
handsome or ugly, fatty or skinny.. Etc.
influences persons effect on others
and thereby it affects his/her self
concept.
Rate of Maturing also affects the
personality
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Family/Social Factors

Socialization Process: Socialization is a process of acquiring

wide range of behavior by an infant from the enormously wide
range of behavioral potentialities that are open to him at birth.
Those behavior patterns are customary and acceptable
according to the standards of his family and social groups.
Members of the family compel the infant to conform to certain
acceptable behavior.

Identification Process: Shaping of personality starts from the

time the identification process commences. Identification
Process occurs when a person tries to identify himself with
some person whom he feels ideal in the family. Normally a child
tries to behave as his father or mother.

Birth Order: Birth order is another significant variable

influencing the personality of an individual.

For instance first born are likely to be more dependent, more

rational, ambitious, hardworking, cooperative, and more prone
to guilt, anxiety and are less aggressive.
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Cultural Factor
There is not a linear relationship
between personality and given
culture.
Western / Indian Culture

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Situational Factor
Though individuals personality is
stable and consistent, changes with
the different situation.
The person situation is vital in
understanding the individuals
behavior at work.

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Process of Personality
Formation
Eriksons Eight Life Stage
Passage Theory- Sheehy
Maturation Theory

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Eriksons Eight Life Stage

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 Stage One - Infancy(1 yr.) -Learns to

resolve the crisis of trust vs. mistrust
Stage Two- Early Childhood Child
begins to assert Independence- Sense
of Autonomy vs. Sense of Selfdoubt
Stage Three- Play Age(4-5 yr.)Discover how much they can do
(Exploring Phase )- Sense of Initiative
vs. Sense of Guilt/ Lack of SelfConfidence
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 Stage Four - School Age(6-12yr.) -Learns

new skills & develop Social Abilities-Sense of
Industry vs. Sense of Inferiority
Stage Five- Adolescence /teenage (13-19yr.)Explore Who you are?- Self-Identity
Stage Six- Young Adulthood(20s and 30s)
-Crisis of Intimacy vs. Isolation
Stage Seven- Adulthood(40-50s)- Crisis of
Generativity Vs. Self-Absorption
( Generative people view world as much bigger
than themselves, productivity at work ,
societal advancement are their concern)
Stage Eight- Later Life- Sense of Wisdomguides the future generations.
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Passage Theory- Sheehy

Sheehy (1976) with her extensive research

concluded that adult progress through Five
Crisis1. Pullingup Roots- This period occurs
between the ages of 18 and 22 , when
individual exit from home or move out from
home; Face physical , financial and
emotional separation from their parents.
They face fear and uncertainity and shows
mimicked confidence.
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2.Trying Twenties-This period is a time of

opportunity one has to make choices. There are
few who make strong commitments and others
who explore and experiment and flexible towards
commitments.
3.The catch- Thirties- It is a time when life
commitments are made, broken or renewed.
Idealistic dreams are calming down to realistic
goals.
4.The Deadline Decade- The ten years between the
age of 35 and 45 represent a crossroad. The
individuals re-examine their purposes and how
the resources will be spent from now.
5.Renewal or Resignation- The mid forties bring a
period of stability . Purpose and direction of life is
already well defined till this stage, they just lead
their lives.
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Maturation
Agryis

Theory-

Chris

As we grow , get mature, we learn to

behave. Healthy individuals tend to
move from immaturity to maturity From being passive to engaging in
increasing activity.
From
dependence
on
others
to
independence.
From finding few to many alternatives.
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Maturation
Agryis

Theory-

Chris

From having shallow interests to developing

deeper interests.
From having a short time perspective to
having a long time perspective.
From being a sub-ordinate position to viewing
oneself as equal or superior.
From lack of awareness of oneself to
awareness of oneself.
The manager who understands personality
development is better able to predict their
crisis and recognize them as natural transition
that adult encounter.
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Personality Types

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45

 Type B Personality
People who are easy going , social and
non-competitive.

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Life Style Approach

Type A

(hyper tensed)

Are impatient with the

rate of work .
Move and eat rapidly.
Want to measure
everything
Do several things
simultaneously

Type B

(relaxed)

Never feel urgency and

are patient
Are relaxed, eat in a
leisurely fashion and
enjoy themselves
Do not display their
achievements
Play for fun rather than to
prove themselves
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Significant Personality Traits

Self-Esteem
Locus of Control
Machiavellianism
Self-Monitoring
Risk-Taking
Tolerance for Ambiguity

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Self-Esteem

Self Esteem is the belief and confidence in

your own ability and value.
Self Esteem is the outcome of an individuals
continuous evaluation of himself or herself which
will be assessments reflecting his/her response to
others opinions, situational requirements and
successes and failures.
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 High
Self-EsteemTake
up
unconventional & challenging jobs,
high risk taking orientation , set high
goals
Low Self-Esteem- More sensitive to
adverse work condition, stress and
conflict

SE
is
proportional
expectations

directly
to
for

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Locus of Control

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Locus of Control
Locus of control is the belief regarding the
outcome of an individuals actions. Certain
people believe that their skills and abilities
influence the outcome of the action. Others
believe that some external factors like fate or
chance influence their result. Individuals who
believe that they control what happens to
them are called Internals and individuals
who believe that what happens to them is
controlled by outside forces such as luck or
chance are called Externals.
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Locus of Control
Locus of Control: A persons
perception of the source of his or
her fate is termed as locus of
control

Internal Locus of Control

You pretty much control your own destiny
External Locus of
Control
Luck, fate and/or
powerful others control

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Machiavellianism
This term has been
derived from Niccolo
Machiavellis writing
How to gain & use
power
It
is
an
individuals ability to
manipulate people. It
refers to the tendency of
an
individual
manipulating others as a
primary
way
to
achieving goals.
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 High
Mach- Maintains emotional
distance, pragmatic approach, end
justify means, tends to manipulate
more (more winning attitude), persuade
others (effective when face to face
interaction), try's to gain control over
people, event, situation, manipulate the
system to their advantage ) eg. Trade
Union Leader
Low
MachMinimum
rules
&
regulations,
higher
the
emotional
involvement, less winning attitude. eg.
Accountant, Auditor
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Self-Monitoring
Individuals ability to adjust his/her behavior
to external situational factor. Individual with
high self-monitoring show considerable
adaptability in adjusting their behavior to
external situation. They are very sensitive
towards external situational factor. They are
very sensitive towards external cues. They
maintains a different public face and private
self.
Low self monitoring people are not able
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of disguising themselves.

Risk Taking
Risk taking is an attitude. Persons
differ in the attitude towards
assuming the risk. The propensity to
take risk influences the decisionmaking. How much information an
individual need to take a decision,
how much time is taking to make a
decision.
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 High Risk-taking Managers

Make quicker decisions.
Use less information to make decisions.
Operate in smaller and more entrepreneurial organizations.
eg. Entrepreneur, Stock Trader

Low Risk-taking Managers

Are slower to make decisions.

Require more information before making decisions.
Exist in larger organizations with stable environments.
Example-Accountant

Risk Propensity
Aligning managers risk-taking propensity to job
requirements should be beneficial to organizations.

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Tolerance for Ambiguity

The extent of ambiguity/ uncertainty an
individual can tolerate without experiencing
undue stress and can still function effictively.
Managers with high tolerance for ambiguity
can cope well with conditions which are
extreme or uncertain in nature, where the
organizational
environment
is
rapidly
changing. Managers with low tolerance with
ambiguity find difficult to operate in turbulent
environment.
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The End

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