Chapter © 2008The McGraw-Hill Companies, Inc. All rights reserved. Self-Concept, Personality, Abilities, and Emotions 5 McGraw-Hill/IrwinCopyright © 2008

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© 2008The McGraw-Hill Companies, Inc. All rights reserved.

Self-Concept, Personality,

Abilities, and Emotions

5

McGraw-Hill/Irwin Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved.

© 2008 The McGraw-Hill Companies, Inc. All rights reserved.

5-2

Ch. 5 Learning Objectives

1. Define self-esteem, and explain how it can be improved with Branden’s six pillars of self-esteem.

2. Define self-efficacy, and explain its sources.3. Contrast high and low self-monitoring

individuals, and discuss the ethical implications of organizational identification.

4. Identify and describe the Big Five personality dimensions, and specify which one is correlated most strongly with job performance.


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Ch. 5 Learning Objectives

5. Describe the proactive personality, and explain the need to balance an internal locus of control with humility.

6. Identify at least five of Gardner’s eight multiple intelligences, and explain “practical intelligence.”

7. Distinguish between positive and negative emotions, and explain how they can be judged.

8. Identify the four key components of emotional intelligence, and discuss the practical significance of emotional contagion and emotional labor.


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Individual Differences


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Self-Esteem

Self-Esteem one’s overall self-evaluationWhat would a person with high self-esteem say?

a. I feel I am a person of worth, the equal of other people.

b. I feel I do not have much to be proud of.


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Branden’s Six Pillars of Self-Esteem

Take full responsibility for your decisions and actions in life’s journey

3) Take personal responsibility

Don’t be overly judgmental or critical of your thoughts and actions

2) Be self-accepting

Be actively and fully engaged in what you do and with whom you interact

1) Live consciously

Table 5-1


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Branden’s Six Pillars of Self-Esteem

Be true to your word and your values6) Have Personal Integrity

Have clear near-term and long-term goals and realistic plans for achieving them to create a sense of control in your life

5) Live Purposefully

Be authentic and willing to defend your beliefs when interacting with others, rather than bending to their will to be accepted or liked

4) Be assertiveTable 5-1


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Self EfficacySelf Efficacy is a person’s belief about his or her chances of successfully accomplishing a specific task“Once you realize there are no geniuses out there, you can think, ‘I can do that.’ One reason I’ve succeeded is I have that naïve sense of entitlement.”• Donny Deutsch,

Deutsch, Inc.


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Effects of High Self-Efficacy

Prior Experience

Sources of Self-Efficacy Beliefs Feedback Behavioral

PatternsResults

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

Behavior Models

Persuasion from Others

Assessment of physical/

emotional state


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Effects of Low Self-EfficacySources 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

Low“I don’t think

I can get the job done”

Failure

Prior Experience

Behavior Models

Persuasion from Others

Assessment of physical/

emotional state


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Self-Monitoring

Self-Monitoring: Observing one’s own behavior and adapting it to the situationWhat are the dangers of being a:

•High Self-Monitor?•Low Self-Monitor?

Is high or low-self-monitoring related to job success?


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Self-Monitoring Assessment

You are a new sales person and just made a huge sale and are very excited. You run into your boss’s office and start to tell her but she keeps looking at the computer. You…a. Keep telling her about the sale

excitedly – you know she wants to know.

b. Say, “I’m sorry, did I catch you at a bad time?”


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The Big Five Personality Dimensions

Intellectual, imaginative, curious, broad minded

1) Openness to experience

Relaxed, secure, unworried5) Neuroticism/Emotional

stability

Dependable, responsible, achievement, oriented, persistent

2) Conscientiousness

Trusting, good natured, cooperative, soft hearted

4) Agreeableness

Outgoing, talkative, social, assertive

3) Extraversion

Characteristics of a Person Scoring Positively on the

DimensionPersonality Dimension

Remember acronym “OCEAN”


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Implications of Personality at Work

Overall the relationship between personality and job performance is…….Which of the Big Five dimensions is most strongly related to job performance?Should personality tests be used to make hiring decisions?


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Test Your Knowledge

Which two of the Big Five personality traits were found to be the most stable?

A.Conscientiousness & Emotional Stability

B.Openness to Experience & Agreeableness

C.Extraversion & ConscientiousnessD.Agreeableness & Conscientiousness


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Proactive Personality

Action-oriented person who shows initiative and perseveres to change thingsCommon trait of entrepreneursDemonstrates resiliency:•The ability to handle pressure and quickly bounce back from personal and career set-backs


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How to Use Personality Testing in the Workplace


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Locus of ControlExternal Locus of Control one’s life outcomes attributed to environmental factors such as luck or fate

Internal Locus of Control belief that one controls key events and consequences in one’s life.


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Locus of Control: CaveatsExternal Locus of Control

Imposter Syndrome•Failing to take any credit

for one’s success and feeling like a fake

Internal Locus of ControlHumility•Considering the contributions of others and good fortune when gauging one’s success


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Test Your Knowledge

Which of the following traits would best predict one’s motivation level at work?a.Internal locus of controlb.Intelligencec.Agreeablenessd.External locus of control


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Contributors to Performance

Ability

Skill

PerformanceEffort


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Threat to Performance

Staying awake 24 hours impairs cognitive psychomotor performance to the same degree as having a _____% blood alcohol level.a. .001b. .01c. .1d.1.0


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IntelligenceCharles Spearman’s work

General mental abilitySpecific mental abilityIntelligence-related predictors of job performance:•Numerical ability•Spatial ability•Inductive reasoning


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Mental Abilities Underlying Performance

1) Verbal comprehension

2) Word fluency3) Numerical4) Spatial5) Memory6) Perceptual speed7) Inductive

reasoning

Table 4


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Multiple IntelligencesHoward Gardner’s Work1. Linguistic intelligence2. Logical-mathematical intelligence3. Musical intelligence4. Bodily-kinesthetic intelligence5. Spatial intelligence6. Interpersonal intelligence7. Naturalist intelligence8. Intrapersonal intelligence


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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)


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Emotional Intelligence

Emotional Intelligence ability to manage oneself and interact with others in a constructive way


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Test Your Knowledge

True (A) or False (B)

1.Emotions are contagious2.Masking one’s true feelings

may cause long-term psychological and physical problems.

3.Women’s felt emotions are no different than men’s.


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Test Your Knowledge

1. I’m good at math2. I’m a dependable,

responsible person3. I know when to speak

up and when not to during work meetings

4. I effectively keep my emotions under control

5. I am a person of worth6. I believe I am the cause

of the good or bad things that happen to me

A. High Self-EsteemB. High Self-MonitorC. High Internal Locus of

ControlD. High Self-EfficacyE. High ConscientiousnessF. High Emotional

Intelligence

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© 2008The McGraw-Hill Companies, Inc. All rights reserved.

Supplemental Slides

5

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Video Cases

Toying with Success: The McFarlane CompaniesGeneration Next Changes the Face of the Workplace


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CompetenciesCompetencies = Effort, Ability and Skill

Combinations

•Embraces Change•Communicates Effectively•Time Management

Competencies are used by today’s organizations for:•Selection•Performance Management•Training & Development


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Sleep’s Impact on Performance

Survey of 1,000 British Airways PassengersHow has a lack of sleep affected your work?•Fallen asleep during a meeting – 23%•Presentation went badly, lost business –

18%•Slept through or missed meeting or flight

- 14%Source: USA Today 5/31/05


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Golf and Business

Is this person honest?How passionate is this person?Does the person know how to have fun?Is this the right person for the job?Is this person a good listener?Source: An 18-hole character Test, David Rynecki, BusinessWeek, May 28, 2007


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Brave New Brain

Disciplined mind

Synthesizing mind

Creating mind

Respectful mind

Ethical mind


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Meet the Parents – Movie Clip

What emotions are being expressed by Ben Stiller?What is causing this emotion?


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Work Applications of Self-Efficacy

1) Recruiting/Selection/job assignments• What questions would you ask to

determine one’s self-efficacy for performing the job well?

2) Job design• Are challenging or boring tasks more

likely to improve one’s self efficacy?

3) Training and development• How do training and development

programs develop self-efficacy?


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Practical Tips for Building On-the-Job Self-Esteem

1) Be supportive by showing concern for personal problems, interests, status, and contributions

2) Offer work involving variety, autonomy, and challenges that suit the individual’s values, skills, and abilities

3) Strive for management-employee cohesiveness and build trust

4) Have faith in each employee’s self-management ability


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Determinants and Consequences of Organization-Based Self-Esteem

• Managerial respect• Organizational structure• Job complexity

• Global self-esteem• Job performance• Intrinsic motivation• General satisfaction• Citizenship behavior• Organizational commitment & satisfaction

OBSE

Determinants of OBSE

Factors Influenced by

OBSE


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How Strong is Your OBSE?

4

Strongly Agree

4 53215) There is faith in me around here

4 53214) I am trusted around here

4 53213) I am important around here

4 53212) I am taken seriously around here

53211) I count around here

Strongly Disagree


5-41

How Strong is Your OBSE? (cont.)

4

Strongly Agree

4 532110)I am cooperative around here

4 53219) I am efficient around here

4 53218) I am helpful around here

4 53217) I am valuable around here

53216) I can make a difference around here

Strongly Disagree


5-42

A Model of Behavioral Intention

The person’s beliefs that the behavior leads to

Certain outcomes and his/her evaluations of these

outcomes

The person’s beliefs that specific individuals or groups think he or she

should perform the behavior and his or her

motivation to comply with the specific references

Attitude towardthe behavior

Relative importanceof attitudinal and

normative consideration

Subjectivenorm

Intention Behavior


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The Dark Side of Self-Monitoring

Frank Abignale stole $21 million in fraudulent checks; after serving prison time has helped the FBI

“When I talk to people about con-artists,” Abnigale writes, “they always ask me, ‘Well is there a certain type of person to beware of?’ It’s been my experience, on both sides of the law, that there is no profile of who’s a con artist or forger.”

But there is this common trait: “There’s this thing they always say about con men: They live a chameleon existence. That was certainly true for me. I’d find myself in an unfamiliar situation, and I’d quickly adapt.”


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What is Your Learning Style?

Diverging Style•Like to ask “why” and to

study problems from different angles

•Are people-oriented and prefer to explore situations from a solid base of information

•Like to brainstorm and deal with feelings


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What is Your Learning Style?Accommodating Style•Prefer to have a plan

and systematically experiment

•Good at interpreting immediate circumstances

•Good interpersonal skills and adept at influencing others


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What is Your Learning Style?Assimilating Style•Prefer theoretical

models and inductive reasoning (drawing generalizations from specifics)

•Enjoy the search to new knowledge

•Prefer a disciplined rather than random search for the “right” answer


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What is Your Learning Style?

Converging Style•Like to ask “how”•Prefer to focus on

specific, practical problems

•Prefer deductive reasoning (using general principles to understand specifics)


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Conclusion

Questions for discussion

Documents

Chapter © 2008The McGraw-Hill Companies, Inc. All rights reserved. Self-Concept, Personality, Abilities, and Emotions 5 McGraw-Hill/IrwinCopyright © 2008