Gholipour A. 2010. Organizational Behavior. University of Tehran.
Organizational Behavior:Organizational Behavior:
Gholipour A. 2010. Organizational Behavior. University of Tehran.
PersonalityPersonality
Personality
• A person’s general style of interacting with the world
• People differ from one another in ways that are relatively consistent over time and place
Gholipour A. 2011. Organizational Behavior. University of Tehran.
Gholipour A. 2010. Organizational Behavior. University of Tehran.
What is Personality?Personality
The sum total of ways in which an individual reacts and interacts with others.
Personality Traits
Enduring characteristics that describe an individual’s behavior.
Personality
Determinants• Heredity
• Environment
• Situation
Personality
Determinants• Heredity
• Environment
• Situation
Freud’s Structure of Personality
Conscious—Acute
awarenessPreconscious—Just
under awareness;easily known
Unconscious—Well
below awareness;Difficult to know but very influential
Sup
ere
go
Consciousness
Ego
Id
Gholipour A. 2010. Organizational Behavior. University of Tehran.
How the iceberg works
• Id– Functions on ‘pleasure principle’– Immediate gratification of needs to reduce tension &
discomfort regardless of consequences
• Superego– Functions on ‘idealistic principle’– Our moral guide/conscience– Influenced by internalizing our parents’ values & the voice
of society– Works against the Id by inflicting guilt
Gholipour A. 2010. Organizational Behavior. University of Tehran.
How the iceberg works (cont.)
• Ego– Functions on ‘reality principle’– Serves to balance the demands the Id and the Superego– Assesses what is realistically possible in satisfying the Id
and/or Superego (i.e., what society will deem acceptable)– Ego uses defense mechanisms to protect itself
• Personality is result of the battle for control between id, ego & superego
Gholipour A. 2010. Organizational Behavior. University of Tehran.
Gholipour A. 2010. Organizational Behavior. University of Tehran.
Style ofDecision Making Judgmental (J)
Perceptive (P)
Preference forDecision Making Thinking (T)
Feeling (F)
Type of SocialInteraction Introvert (I)
Extrovert (E)
Preference forGathering Data Intuitive (N)
Sensing (S)
MBTI
Four MBTI Dichotomies
Extraversion – IntroversionE - I Dichotomy
Where do you prefer to focus your attention – and get your energy?
Sensing – Intuition S - N Dichotomy
How do you prefer to take in information?
Thinking – Feeling T - F Dichotomy
How do you make decisions?
Judging – PerceivingJ - P Dichotomy
How do you deal with the outer world?
Gholipour A. 2010. Organizational Behavior. University of Tehran.
E I• External
• Gregarious
• Interaction
• Internal
•Reflective
• Concentration
Gholipour A. 2010. Organizational Behavior. University of Tehran.
S N• Sequential
• Realistic
• Present
• Fact
• Random
• Theoretical
• Future
• Concept
• Specific • General
Gholipour A. 2010. Organizational Behavior. University of Tehran.
T F• Objective
• Detached
• Laws
• Firm Minded
• Subjective
• Involved
• Circumstances
• Fair Hearted
Gholipour A. 2010. Organizational Behavior. University of Tehran.
• JUDGERS
• CLOSURE
• SCHEDULED
• STRUCTURE
• DECIDED
• PERCEIVERS
• OPEN
• FLEXIBLE
• SPONTANEOUS
• WAIT AND SEE
Gholipour A. 2010. Organizational Behavior. University of Tehran.
J P
PREADY AIM…
P
AIM… AIM…
Gholipour A. 2010. Organizational Behavior. University of Tehran.
JREADYFIRE…
J
AIM…
Gholipour A. 2010. Organizational Behavior. University of Tehran.
TYPE SUMMARY
ISTJResponsible
ISFJLoyal
INFJContemplative
INTJIndependent
ISTPPragmatic
ISFPArtistic
INFPIdealistic
INTPConceptual
ESTPSpontaneous
ESFPGenerous
ENFPOptimistic
ENTPInventive
ESTJHard Charging
ESFJHarmonizing
ENFJPersuasive
ENTJCommanding
Gholipour A. 2010. Organizational Behavior. University of Tehran.
Occupational Trends by Type
ISTJManagement
AdministrationLaw enforcement
Accounting
ISFJEducation
Health careReligious settings
INFJReligion
CounselingTeaching
Arts
INTJScientific or technical
fieldsComputers
Law
ISTPSkilled trades
Technical fieldsAgriculture
Law EnforcementMilitary
ISFPHealth care
BusinessLaw enforcement
INFPCounseling
WritingArts
INTPScientific or technical
fields
ESTPMarketing
Skilled tradesBusiness
Law enforcementApplied technology
ESFPHealth care
TeachingCoaching
Childcare workerSkilled trades
ENFPCounselingTeachingReligion
Arts
ENTPScience
ManagementTechnology
Arts
ESTJManagement
AdministrationLaw enforcement
ESFJEducation
Health careReligion
ENFJReligion
ArtsTeaching
ENTJManagementLeadership
Source: From Introduction to Type and Careers, A.L. Hammer, 1993, Consulting Psychologists Press
General Population Distribution
• ISTJ 11.7%• ISTP 3.9%• ESTP 5.1%• ESTJ11.4%• ISFJ 7.9%• ISFP 3.9%• ESFP 4.7%• ESFJ 8%
• INFJ 3.7%• INFP5.7%• ENFP 8.2%• ENFJ 4.8%• INTJ 5.2%• INTP4.6%• ENTP 5.1%• ENTJ 6%
Gholipour A. 2010. Organizational Behavior. University of Tehran.
Gholipour A. 2010. Organizational Behavior. University of Tehran.
The Big Five Personality Dimensions
Extroversion: Outgoing, talkative, sociable, assertive
Agreeableness: Trusting, good natured, cooperative, soft hearted
Conscientiousness: Dependable, responsible, achievement oriented, persistent
Emotional stability: Relaxed, secure, unworried
Openness to experience: Intellectual, imaginative, curious, broad minded
Research finding: Conscientiousness is the best (but not a strong) predictor of job performance.
Gholipour A. 2010. Organizational Behavior. University of Tehran.
Achieving Person-Job Fit
Personality Types• Realistic• Investigative• Social• Conventional• Enterprising• Artistic
Personality Types• Realistic• Investigative• Social• Conventional• Enterprising• Artistic
Personality-Job Fit Theory (Holland)
Identifies six personality types and proposes that the fit between personality type and occupational environment determines satisfaction and turnover.
Gholipour A. 2010. Organizational Behavior. University of Tehran.
Holland’s Theory of Personality-Job Fit
Type Personality Occupations
Realistic
Investigative
Social
Conventional
Enterprising
Artistic
Shy, Stable, Practical
Analytical, Independent
Sociable, Cooperative
Practical, Efficient
Ambitious, Energetic
Imaginative, Idealistic
Mechanic, Farmer,Assembly-Line Worker
Biologist, Economist,Mathematician
Social Worker,Teacher, Counselor
Accountant, ManagerBank Teller
Lawyer, Salesperson
Painter, Writer,Musician
– Absenteeism/ Turnover/ Job satisfaction/ Job performance
Locus of Control
Gholipour A. 2010. Organizational Behavior. University of Tehran.
• The concept was developed originally Julian Rotter in the 1950s
• Research has found the following trends:– Males tend to be more internal than females – As people get older they tend to become more internal – People higher up in organizational structures tend to be more
internal – Buchanan L. (2006): Imposter Syndrome
Machiavellianism
High Machs– Pragmatic, manipulative– Persuade others– Believe in ends can justify means, win more
Do high Machs make good employees? Type of job Bargaining Less rules and regulations
Gholipour A. 2010. Organizational Behavior. University of Tehran.
Self Esteem
High on SE• Expectations for success
• Possess ability for success
• Willing to take risks
• Do not seek approval from others on their capabilities
• High on Job Satisfaction
Gholipour A. 2010. Organizational Behavior. University of Tehran.
Risk Taking
• Decision making quick• Specific to jobs (stocks) (accounts)
Gholipour A. 2010. Organizational Behavior. University of Tehran.
A & B Types of Personality
• Type ‘A’– Always moving,
walking & eating fast– Feel impatient– Strive to do two or
more things at once– Cannot cope with
leisure time– Obsessed with
number; how many, how much they have achieved
• Type ‘B’– Never suffer from a
sense of time urgency– Feel no need to
display/discuss their achievements unless required
– Play for fun /relaxation
– Can relax without guilt
Gholipour A. 2010. Organizational Behavior. University of Tehran.
A & B Types of Personality
• Type ‘A’– Suffer high level of
stress– Quantity over quality– Time
pressure/deadlines– Rarely creative– Poor decision makers– Behavior is easier to
predict
• Type ‘B’– Difficult to predict
behavior– Good decision
makers– Quality of work– No compromise on
health– Wiser than hasty– Creative / innovative
solutions to same problemGholipour A. 2010. Organizational Behavior. University of Tehran.
Gholipour A. 2010. Organizational Behavior. University of Tehran.
Self-monitoring (Mark Snyder)
Self-monitoring (Mark Snyder)
• Concern for social appropriateness– Sensitive to self-presentation of others– Used as guidelines for monitoring own self-presentation
• Two components of self-monitoring– Interest in social information– Ability to control self-presentation
Gholipour A. 2010. Organizational Behavior. University of Tehran.
Self-monitoring and attitude-behavior correlations
• High self-monitors have lower attitude-behavior correlations
• Their behavior is less reflective of their actual attitudes; more in line with what they think is socially appropriate
Gholipour A. 2010. Organizational Behavior. University of Tehran.
Gholipour A. 2010. Organizational Behavior. University of Tehran.
Self-Efficacy
Sources of Self-Efficacy Beliefs:- Prior experience- Behavior models- Persuasion from others- Assessment of physical/emotional state
Self-efficacy: “A person’s belief about his or her chances of successfully accomplishing a specific task.”
Gholipour A. 2010. Organizational Behavior. University of Tehran.
• Denial• Rationalization• Self-aggrandizement• Attributional egotism• Sense of entitlement• anxiety
Narcissism
Gholipour A. 2010. Organizational Behavior. University of Tehran.
Proactive Personality
• Hardy, • Proactive, • Scarlet.
Gholipour A. 2010. Organizational Behavior. University of Tehran.
Personality Tests
Culture
Emic or Etic
The Cult of Personality (Murphy Paul, 2004)
The Big Five Personality Test
• Extroversion: 1, 6R, 11, 16, 21R, 26, 31R, 36
• Agreeableness: 2R, 7, 12R, 17, 22, 27R, 32, 37R, 42
• Conscientiousness: 3, 8R, 13, 18R, 23R, 28, 33, 38, 43R
• Neuroticism: 4, 9R, 14, 19, 24R, 29, 34R, 39
• Openness: 5, 10, 15, 20, 25, 30, 35R, 40, 41R, 44
Gholipour A. 2010. Organizational Behavior. University of Tehran.