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Chapter
5 Individual Differences: Self-Concept, Personality &
Emotions
Individual Differences: Self-Concept, Personality &
Emotions
From Self-Concept From Self-Concept to Self-to Self-ManagementManagement
Personality: Personality: Concepts and Concepts and ControversyControversy
Emotions: An Emotions: An Emerging OB Emerging OB TopicTopic
Self-concept
Cognitions held about oneself as a physical, social, spiritual, or moral beingSelf-esteem – one’s overall self-evaluationSelf-efficacy – belief about one’s chances
of successfully accomplishing a task General Specific
Self-fulfilling prophecy
Research shows
Self-conceptVaries by historical era, class, culture
Self-esteem – moderately related to life satisfactionLow – negative self-view, trouble dealing with
others, self-doubtHigh
Self-efficacyLow – learned helplessnessHigh - success
Effects of High Self-Efficacy
Prior Experience
Sources of Self-Efficacy Beliefs Feedback Behavioral Patterns Results
High “I know I
can do this job”
Self-efficacybeliefs
Success
Be active—select best
opportunities Manage the situation—
avoid or neutralize
obstacles Set goals—establish
standards Plan, prepare, practice Try hard: persevere Creatively solve
problems Learn from setbacks Visualize success Limit Stress
Prior Experience
Prior Experience
Prior Experience
5-7Figure 5-2
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Effects of Low Self-Efficacy
Prior Experience
Sources of Self-Efficacy Beliefs Feedback Behavioral Patterns Results
Self-efficacybeliefs
Be passive Avoid difficult tasks Develop weak aspirations and low commitment Focus on personal deficiencies Don’t even try—make a weak effort Quit or become discouraged because of setbacks Blame setbacks on lack of ability or bad luck Worry, experience stress, become depressed Think of excuses for failing
Prior Experience
Prior Experience
Prior Experience
Low“I don’t think
I can get the job done”
Failure
5-8Figure
5-2 cont.
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Managers can foster self-efficacy through:
1) Recruiting/selection/job assignments2) Job design3) Training and development4) Self-management5) Goal setting and quality improvement6) Coaching7) Leadership and mentoring8) Rewards
5-9
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Self-monitoring
Extent to which one observes own behavior, reads and adapts to social cues
Low – lack ability or motivation present desired appearance Insensitive
High – have ability and desire to present desired appearance Insincere Positively related to career success, conversationalism,
leadership, performance in boundary-spanning positions
Organizational Identification
Integration of beliefs about one’s organization into one’s identityCan lead to loyalty, commitment,
higher performanceCan lead to loss of objectivity,
groupthink, lack of constructive conflict
Personality
The combination of stable physical and mental characteristics that give the individual her or his identityInteraction of environment (nurture)
and genetics (nature)Trait
Research into personality testing at work shows
Questionable predictive ability due to doubtful Doubtful predictive validity Doubtful differential validity Doubtful construct validity
Negatively impacted by faking
Validity can be improved
The Big Five Personality Dimensions
Intellectual, imaginative, curious, broad minded (school success)
5) Openness to experience
Relaxed, secure, unworried4) Emotional stability
Dependable, responsible, achievement, oriented, persistent (job performance, longevity)
3) Conscientiousness
Trusting, good natured, cooperative, soft hearted
2) Agreeableness
Outgoing, talkative, social, assertive (promotions, salary, career satisfaction)
1) Extraversion
Characteristics of a Person Scoring Positively on the Dimension
Personality Dimension
5-13Table 5-3
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Research into Big 5 shows
Valid personality measureO moderately related to school
performanceC moderately to strongly related to job
performanceC moderately related to longevity
Proactive Personalities are Valued Human Capital
Proactive Personality action-oriented person who shows initiative and perseveres to change things
5-14
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Locus of Control
External Locus of External Locus of ControlControl one’s life outcomes attributed to environmental factors such as luck or fate
Internal Locus of Internal Locus of Control Control belief that one controls key events and consequences in one’s life.
5-15
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Positive and Negative Emotions
Happiness
/Joy
Pride
Love/affection
Relief
Anger
Fright/anxiety
Guilt/shame
Sadness
Envy/jealousy
Disgust
Negative Emotions
(goal incongruent)
Positive Emotions
(goal congruent)
5-16Figure 5-4
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Emotional Intelligence
Emotional Intelligence ability to manage oneself and interact with others in a constructive way
5-17
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Developing Personal and Social Competence through Emotional Intelligence
Self-AwarenessSelf-Awareness Emotional self-awareness Accurate self-assessment Self-confidence
Self-ManagementSelf-Management Emotional self-control Transparency Achievement Initiative Optimism
Personal Competence:Personal Competence:
5-18Table 5-5
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Developing Personal and Social Competence through Emotional Intelligence
Social AwarenessSocial Awareness Empathy Organizational awareness Service
RelationshipRelationship
ManagementManagement Inspirational leadership Influence Developing others Change catalyst Conflict management Building bonds Teamwork and
collaboration
Social Social Competence:Competence:
5-19Table 5-5 cont.
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Practical OB Research Insights about Emotions
EI differentially impacts managers and workers Genders experience emotions similarly but express
them differently EI tests have questionable validity Emotional Contagion people can “catch” one
another’s bad mood or displayed negative emotions Emotional Labor when an employee masks their
true feelings and emotions--“faking” a positive attitude for the sake of the customer or organization Can lead to bottled up anger and frustration Emotional repression can lead to emotional
exhaustion and burnout
5-20
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Type A and Type B personalities
Type A Intense desire to achieve Extremely competitive Sense of urgency Can be hostile
Type B Relaxed Patient Feel no need to display or
discuss achievements
5-22Figure 5-6 cont.
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Research shows
Type A Related to heart disease Work more hours Often make poor decisions More likely to be involved
in conflict Not good team players
Type B Tend to achieve career
goals
5-24Figure 5-6 cont.
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
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