CHAPTER 3

Values,
Attitudes,
Emotions,
and Culture:
The Manager as
a Person

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 Learning Objectives
1. Describe the various personality traits that
affect how managers think, feel, and behave.
2. Explain what values and attitudes are, and
describe their impact on managerial action.
3. Appreciate how moods and emotions
influence all members of an organization.
4. Describe the nature of emotional
intelligence and its role in management.
5. Define organizational culture, and explain
how managers both create and are
influenced by organizational culture.

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 Personality Traits

Personality traits
• Particular tendencies to feel, think,
and act in certain ways that can be
used to describe the personality of
every individual

Managers’ personalities influence

their behavior and their approach to
managing people and resources.

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 Personality Traits

Personality traits that enhance

managerial effectiveness in one
situation may actually impair it in
another.

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 Personality Traits

Leadership Skills.
Professional Experience.
Good Communication Skills.
Knowledge.
Organization.
Time Management Skills.
Delegation.
Confidence.
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 Personality Traits and You

Complete the test:

https://
www.16personalities.com/free-pers
onality-test

Discuss if you feel this is an

accurate result.
Where do you think these traits
came from?
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 Values, Attitudes, and
Moods and Emotions
Values
• Describe what managers try to achieve
through work and how they think they
should behave
Attitudes
• Capture managers’ thoughts and feelings
about their specific jobs and organizations
Moods and Emotions
• Encompass how managers actually feel
when they are managing

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 Attitudes (1 of 6)

Managers’ attitudes about their jobs and

organizations
Affects how they approach their jobs
Two of the most important attitudes:
1. Job satisfaction
2. Organizational commitment

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 Attitudes (2 of 6)

Job satisfaction
• A collection of feelings and beliefs
that managers have about their
current jobs
Managers high on job satisfaction
believe their jobs have many desirable
features or characteristics.
Upper managers, in general, tend to be
more satisfied with their jobs than entry-
level employees.
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 Attitudes (3 of 6)

Job satisfaction
• Two reasons it is important for
managers to satisfied with their jobs
• Perform Organizational Citizenship
Behaviors (OCBs)
• Less likely to quit, reducing
management turnover

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 Attitudes (5 of 6)

Figure 3.3 Two

Measures of Job
Satisfaction

Source: D. J. Weiss et al., Manual for the

Minnesota Satisfaction Questionnaire.
Copyright by the Vocational Psychology
Research, University of Minnesota; copyright ©
Access the text alternative for these images.
1975 by the American Psychological
Association. Adapted by permission of R.B.
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 Moods and Emotions (1 of 4)

Mood
• A mood is a feeling or state of mind.
• Positive moods provide excitement,
elation, and enthusiasm.
• Negative moods lead to fear,
distress, and nervousness.

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 Moods and Emotions (2 of 4)

Emotions
• Intense, relatively short-lived
feelings
• Often directly linked to whatever
caused the emotion, and are more
short-lived
Once whatever has triggered the
emotion has been dealt with, the feelings
may linger in the form of a less intense
mood.
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 Emotional Intelligence

Emotional intelligence
• It is the ability to understand and manage one’s own
moods and emotions and the moods and emotions
of other people.
• It helps managers carry out their interpersonal roles
of figurehead, leader, and liaison.
• Managers with a high level of emotional intelligence
are more:
• likely to understand how they are feeling.
• able to effectively manage their feelings so that
they do not get in the way of effective decision
making.
• Managing and reading emotions is important
globally; it varies by culture.
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