Individual differences:Individual differences:personality and personality and

intelligenceintelligence

Dr Joan Harvey

Dr George Erdos

Personality theories

Trait theories– Most important development – Cattell 16 PF, Eysenck 3 factors etc – Leads to personality profiling using semantic

differential type scales– Linked to Big Five

Personality theories Narrow band theories

– Tolerance of ambiguity– Locus of control – Type A and Type B– Learned helplessness– Adaptation and coping– Self efficacy– Achievement, affiliation, power– Innovator-adaptor

Holland– Conventional, realistic, investigative, enterprising,

social, artistic

Personality theories: the Big Five

Elements which are relevant to management– Neuroticism

• Insecure, emotional, hypochrondriacal

– Extraversion introversion• Sociable, person orientated, fun loving

– Openness• Curious, creative, innovative vs. traditional

– Agreeableness• Trusting, helpful vs. gullible, cynical

– Conscientiousness• Self disciplined, ambitious vs. hedonistic, lazy

Personality theories: issues Construct validity Predictive validity Content and face validity Ipsative versus normative measures Test interpretation Social desirability Effects of mood and affect

Distant 1 2 x 3 4 5 6 attentive

Emotionally stable 1 2 3 x 4 5 6 unstable

Dominant 1 2 3 4 x 5 6 submissive

Trusting 1 2 x 3 4 5 6 suspicious

Forthright 1 2 x 3 4 5 6 discreet

Expedient 1 2 x 3 4 5 6 Rule conscious

Serious 1 2 3 4 x 5 6 Lively

Self-assured 1 2 x 3 4 5 6 apprehensive

Group orientated 1 2 3 4 5 x 6 Self reliant

Relaxed, patient 1 2 x 3 4 5 6 Tense, impatient

Personality : summary

Difficult to measureTests used extensivelyProblems in relating to work performanceIt is what managers say they are looking for in

graduatesProbability that personality interacts with

attitudes and motivationResults therefore often disappointing

Intelligence 1– General intelligence “g”

• General, related to managerial performance

– Types of intelligence [Sternberg]

• Analytical & higher order processing; knowledge acquisition

• Experiential & creative & insightful; responsive to new stimuli; ability to synthesise

• Practical & adaptive; can change or modify environment to meet goals

Intelligence 2

– Components of intelligence and aptitudes• Numerical, systems, verbal, spatial, mechanical,

clerical

– Assessment of intelligence• Management graduate level tests

– Forced choice in some cases

– Contain items that measure logic, information-processing, etc.

Emotional Intelligence

Developed as an answer to problem that intelligence is only a partial predictor of success in management, and something else needed to explain– Includes:

• Emotionality, self awareness, empathy, motivation and drive, long/short term orientation, some social skills of leadership.

– Issues in EI• A variety of measures available to measure it

• Which within EI are social skills that can be learned?

• Which are permanent traits and cannot be learned- if so, need to be considered when recruiting

Safety intelligence

Skills and traits of senior executive managers in relation to safety

Involves trust, commitment, ethical and moral values

Transformational leadership [rather than transactional]

Abilities and understanding regarding– Information – Safety risks to the organization– Decision making

(Kirwan, 2008)

Why should we look at SI?Why should we look at SI? … managers can change and improve existing

corporate culture by establishing safety – recognisable for all staff members – as high priority. ” (German Federal Bureau of Aircraft Accidents Investigation, 2004)

Management commitment is one of the main drivers of employees safety performance (Michael, Evans, Jansen & Haight, 2005)

Management is one of the most frequent used safety climate factors (Guldenmund, 2000)

R & S exercise

Main R & S methods

Interviews– 1 to 1, 2 to 1, panel of several to 1

Tests– Intellect, systems, aptitudes, personality, interests, management

style, stress responses.

Exercises– Group activities such as LGDs– Scenario analyses– In-tray exercises

Case study analyses Presentation exercises

Validities of assessment

methods

taken from Robertson IT and Smith MJ (2001) Personnel Selection.

Journal of Organizational and Occupational Psychology Vol

74: 441-472

R & S exercise

You are organizing an assessment centre for 5 jobs that involve providing computer support to senior management decision-making, including some diagnostics, strategy analyses, writing reports and recommendations. The areas are sensitive commercially and security is an issue.

You are to plan a 3 day assessment centre for 30 applicants. You have a team of 8 people altogether to help with this, to conduct interviews, run exercises, score up the results.

You MUST allow enough time for each of the activities.

Thank you for listening

Joan Harvey George Erdos