Saturday, April 12, 2008

personality


#1 Set a major goal, but follow a path


  • “The dynamic organisation within the individual of those psychophysical systems that determine his unique adjustments to his environment” - Gordon Allport.

  • Determinants :

  • Heredity

  • Environment

  • Situation.

Personality traits

  • Myers Briggs Type Indicator ( MBTI):

  • 16 primary traits:

  • Reserved vs. out going,

  • Less Intelligent vs. More intelligent.

  • Affected by feelings vs . Emotional stable

  • Submissive

  • Serious

  • Timid

The big five model - MBTI

  • Extroversion

  • Agreeableness

  • Conscientiousness

  • Emotional stability

  • Openness to experience.

Machiavellianism

  • Degree to which an individual is pragmatic , maintains emotional distance and believes that ends can justify means.

Type A and B personalities

  • Type A:

  • Aggressively involved in a chronic, incessant struggle to achieve more and more in less and less time, and if required to do so, against the opposing efforts of other things or other persons.

Type B

  • “Rarely harried by the desire to obtain a wildly increasing number of things or participate in an endless growing series of events in an ever decreasing amount of time”

Personality Traits

  • Personality Traits: Characteristics that influence how people think, feel and behave on and off the job.

  • Include tendencies to be enthusiastic, demanding, easy-going, nervous, etc.

  • Each trait can be viewed on a continuum, from low to high.

  • There is no “wrong” trait, but rather managers have a complex mix of traits.

The Big Five Traits:

The Big Five

  • Extroversion: people are positive and feel good about themselves and the world.

  • Managers high on this trait are sociable, friendly.
  • Negative Affectivity: people experience negative moods, are critical, and distressed.

  • Managers are often critical and feel angry with others and themselves.
  • Agreeableness: people like to get along with others.

  • Managers are likable, and care about others.
  • Conscientiousness: people tend to be careful, persevering.

  • Openness to Experience: people are original, with broad interests.

Traits and Managers

  • Successful managers vary widely on the “Big Five”.

  • It is important to understand these traits since it helps explain a manager’s approach to planning, leading, organizing, etc.

  • Managers should also be aware of their own style and try to tone down problem areas.
  • Internal Locus of Control: People believe they are responsible for their fate.

  • See their actions are important to achieving goals.
  • External Locus of Control: People believe outside forces are responsible for their fate.

  • Their actions make little difference in achieving outcomes.
  • Managers need an Internal Locus of Control!

Other Traits

  • Self-Esteem: Captures the degree to which people feel good about themselves and abilities.

  • High self-esteem causes people to feel they are competent, and capable.

  • Low self-esteem people have poor opinions of themselves and abilities.

  • Need for Achievement: extent to which people have a desire to perform challenging tasks and meet personal standards.

  • Need for Affiliation: the extent to which people want to build interpersonal relationships and being liked.

  • Need for Power: indexes the desire to control or influence others.




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