Scandura ppt 03

CHAPTER 3: INDIVIDUAL

DIFFERENCES

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AGENDA• Personality• Psychological capital• Emotions and mood• Diversity• Generations in the workplace

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THE “RIGHT STUFF” AT THE WRONG TIME• Mark Pincus, founder and CEO of

Zynga, fired himself in 2013• Founders as CEOs• Most do not have the

personality needed for further corporate success

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WHAT IS PERSONALITY?Regularities in feeling, thought, and action that are characteristic of an individual

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THE ROLE OF HEREDITY• Occupational choice• Motivation

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Myers-Briggs Type Indicator (MBTI)• Most-often administered

personality test• Introversion vs. Extraversion• Sensing vs. Intuition• Thinking vs. Feeling• Judging vs. Perceiving

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The MBTI• Limitations• Limited support for validity and

reliability• Uses• Training and classroom settings• Conflict resolution• Team building

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“THE BIG FIVE”Trait DescriptionOpenness Being curious, original, intellectual, creative, and open to

new ideas

Conscientiousness Being organized, systematic, punctual, achievement oriented, and dependable

Extraversion Being outgoing, talkative, sociable, and able to enjoy social situations

Agreeableness Being affable, tolerant, sensitive, trusting, kind, and warm

Neuroticism Being anxious, irritable, temperamental, and moody

Source: Barrick, M. R., & Mount, M. K. (2005). Yes, personality matters: Moving on to more important matters. Human Performance, 18, 359–372.

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PERSONALITY TYPES A, B, C, AND D

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PERSONALITY TRAITS AND HEALTH RESEARCH• Type A—striving, competitive types may have more health problems such as cardiovascular disease, suppressed immune system

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PSYCHOLOGICAL CAPITAL• Efficacy – belief in oneself• Optimism – being positive• Hope – seeing the pathways to the

future• Resiliency – ability to “bounce

back”

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DIMENSIONS OF POSITIVE PSYCHOLOGICAL CAPITAL

Source: Adapted from Luthans, F. & Youssef, C. M. (2004). Investing in People for Competitive Advantage. Organizational Dynamics, 33(5), p.152.

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EMOTIONS AND MOODS AT WORK• Emotional contagion• Emotions spread to others

(positive or negative)• Affect – refers to both emotions and moods

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HOW MOOD & AFFECT ON RELATE TO PERFORMANCE

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Source: Rothbard, N. P. & Wilks, S. L. (2011). Waking up on the right or wrong side of the bed: Start-of-workday mood, work events, employee affect, and performance. Academy of Management Journal, 54(5), 959–980. p. 963.

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EMOTIONAL INTELLIGENCE (EI)• Self-awareness• Other-awareness• Emotion regulation

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CAN EI BE LEARNED?1. The first discovery: Who do I want to be?

2. The second discovery: Who am I? What are my strengths and gaps?

3. The third discovery: How can I build on strengths and reduce the gaps?

4. The fourth discovery: Trying new behaviors, thoughts and feelings

5. The fifth discovery: Developing trusting relationships that enable change

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EMOTIONAL LABOR: “FAKE IT UNTIL YOU MAKE IT”• Scripts• Level of “faking” differs• Deep acting -- we actually try to

change our emotions• Surface acting -- we hide our

emotions and feelings

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AFFECTIVE EVENTS THEORY: AN ORGANIZING FRAMEWORK• The work environment and events

trigger emotional reactions (positive and negative affect).

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AFFECTIVE EVENTS THEORY

Source: Ashkanasy, N. M., & Daus, C. S. (2002). Emotion in the workplace: The new challenge for managers. Academy of Management Executive, 16(1), p. 77.

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NEUROSCIENCE• Attempts to understand what

happens in the brain when attitudes such as job satisfaction are experienced by people in organizations• Application: Mirror neurons• Ethical concerns

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DIVERSITY• Includes individual attributes like gender, race/ethnicity, age, and disability status• Much more than protected classes

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SURFACE-LEVEL AND DEEP-LEVEL DIVERSITY• Surface-level diversity • Differences visible to observers

• Deep-level diversity• Differences among members' attitudes, beliefs, and values

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GENERATIONS AT THE WORKPLACE• Traditionalists (born between 1900 and

1945)• Boomers (born between 1946 and 1964) • Generation X or Gen Xers (born between

1965 and 1980) • Millennials (born between 1981 and

1999)

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GENERATIONS ON THE JOBTraditionalists Boomers Gen. Xers Millennials

On the Job

“Build a legacy”A lifetime career with

one company

“Build a stellar career”

Excel in career

“Build a portable career”

A repertoire of skill, experience

“Build parallel careers”

Several jobs simultaneously

Career GoalsSecurity and fair

rewards, part-time schedule

Monetary gains and career

progression, flexibility

Immediate rewards and

career portability

Parallel careers and choice

Work/Life

Support me in maintaining balance

Help me balance everyone else and

find myself

Give me balance now, not when

I’m 65

Work isn’t everything, I

need flexibility to balance all my activities

Source: Adapted from Zemke, R., Raines, C., & Filipczak, B. (2000). Generations at work: Managing the clash of Veterans, Boomers, Xers, and Nexters in your workplace. New York, NY: American Management Association.

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LEADING DIVERSE FOLLOWERS• Support diversity initiatives• Managerial accountability• Changes in human resource practices• Employee involvement and buy-in

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LEADING DIVERSE FOLLOWERS (CONTINUED)• Overarching corporate philosophy regarding diversity• Ongoing monitoring and improvement of diversity climate• Use multiple measures of success

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MINDFULNESSPreparing for a coaching session

• Make the familiar new again

• Focus on your breathing when you are preparing to listen to another person

• Prepare to pay attention

Beginning coaching session • Based on your preparation, start with an empty mind.

• Be nonreactive.

• Practice permissive attention

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LEADERSHIP IMPLICATIONS:EMBRACING DIVERSITY• Diversity is related to competitive

advantage. • Organizations should include in

their diversity planning: • Cost, attraction of human

resources, marketing success, creativity and innovation, problem-solving quality, and organizational flexibility.

OPEN-ACCESSSTUDENT RESOURCES• Checklist action plan

• Learning objective summaries

• Mobile-friendly quizzes

• Mobile-friendly eFlashcards

• Video and multimedia resources

• SAGE journal articles

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