4_personality & emotions.ppt very nice p

personality and emotion

1. Personality & Emotion

2. 2
What is Personality?

3. 3
Personality Traits
Personality Determinants
•Heredity
•Environment
•Situation

4. 4
Psychometric Testing:
The Myers-Briggs Type Indicator
Personality Types
•Extroverted or Introverted (E or I)
•Sensing or Intuitive (S or N)
•Thinking or Feeling (T or F)
•Perceiving or Judging (P or J)

5. 5
Psychometric
Testing:
Sixteen
Primary
Traits

6. 6
Psychometric Testing:
The Big Five Model

7. 7
Other Psychometric Tests Used
Thomas DiSC Profiling
The D.I.S.C. Learning Model
The DISC Profile is a non-judgemental tool for understanding behavioural types and personality
styles. It helps people explore behaviour across four primary dimensions:
Dominance:Direct, Driving, Decisive. These people tend to be independent and results driven.
They are strong-willed people who enjoy challenges, taking action, and immediate results.The
bottom line is their focus tends to be on the bottom line and results.
Influence: Optimistic & Outgoing. These individuals tend to be very social and out going. They
prefer participating on teams, sharing thoughts, and entertaining and energizing others.
Steadiness: Sympathetic & Cooperative. These people tend to be your team players and are
supportive and helpful to others.They prefer being behind the scene, working in consistent and
predictable ways. They are often good listeners and avoid change and conflict
Conscientiousness: Concerned, Cautious & Correct.These people are often focused on details
and quality. They plan ahead, constantly check for accuracy, and what to know "how" and "why".

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Other Psychometric Tests Used
Belbin Team Role Profiling
Assesses nine team roles:
Action oriented(shaper, implementer,
completer)
People oriented(coordinator, team
worker or resource investigator)
Cerebral roles(plant, monitor, evaluator
and specialist)

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Major Personality Attributes Influencing
OB
Locus of control
Machiavellianism
Self-esteem
Self-monitoring
Propensity for risk taking
Type A personality

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Locus of Control

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Machiavellianism
Conditions Favoring High Machs
•Direct interaction
•Minimal rules and regulations
•Distracting emotions

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Self-Esteem and Self-Monitoring

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Risk-Taking
High Risk-taking Managers
Make quicker decisions.
Use less information to make decisions.
Operate in smaller and more entrepreneurial organizations.
Low Risk-taking Managers
Are slower to make decisions.
Require more information before making decisions.
Exist in larger organizations with stable environments.
Risk Propensity
Aligning managers’ risk-taking propensity to job requirements
should be beneficial to organizations.

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Personality Types

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Personality Types

16. FIRO-B
16

17. 17
Achieving Personality-Job Fit (John Holland)
Personality Types
•Realistic
•Investigative
•Social
•Conventional
•Enterprising
•Artistic

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Holland’s
Typology of
Personality
and
Congruent
Occupations

19. 19
Relationships
among
Occupational
Personality
Types

20. 20
Emotions-Why Emotions Were Ignored
in OB
The “myth of rationality”
Organizations are not emotion-free.
Emotions of any kind are disruptive to organizations.
Original OB focus was solely on the effects of strong negative
emotions that interfered with individual and organizational
efficiency.

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What Are Emotions?
Moods
Feelings that tend to be
less intense than
emotions and that lack a
contextual stimulus.
Emotions
Intense feelings that are
directed at someone or
something.
Affect
A broad range of emotions
that people experience.

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What Are Emotions? (cont’d)

23. 23
Felt versus Displayed Emotions

24. 24
Emotion Dimensions
Variety of emotions
Positive
Negative
Intensity of emotions
Personality
Job Requirements
Frequency and duration of emotions
How often emotions are exhibited.
How long emotions are displayed.

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Facial Expressions Convey Emotions

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Emotion Continuum
The closer any two emotions are to each other
on the continuum, the more likely people are to
confuse them.

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Gender and Emotions
Women
Can show greater emotional expression.
Experience emotions more intensely.
Display emotions more frequently.
Are more comfortable in expressing emotions.
Are better at reading others’ emotions.
Men
Believe that displaying emotions is inconsistent with the male
image.
Are innately less able to read and to identify with others’
emotions.
Have less need to seek social approval by showing positive
emotions.

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Gender and Emotions: Reasons for
Differences
Genetic: Innate ability to read others
Socialization practices: men taught to be
tough and showing emotions is
inconsistent with this image
Need for Social Approval: high in women
show more emotions like happiness

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External Constraints on Emotions
Organizational
Influences
Cultural
Influences
Individual
Emotions

30. 30
OB Applications of Understanding
Emotions
Ability and Selection
Emotions affect employee effectiveness.
Decision Making
Emotions are an important part of the decision-making process
in organizations.
Motivation
Emotional commitment to work and high motivation are strongly
linked.
Leadership
Emotions are important to acceptance of messages from
organizational leaders.

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Ability and Selection
Emotional Intelligence (EI)
Self-awareness
Self-management
Self-motivation
Empathy
Social skills
Research Findings
High EI scores, not high IQ
scores, characterize high
performers.

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OB Applications of Understanding
Emotions
Interpersonal Conflict
Conflict in the workplace and individual emotions are strongly
intertwined.
Deviant Workplace Behaviors
Negative emotions can lead to employee deviance in the form of
actions that violate established norms and threaten the
organization and its members.
Productivity failures
Property theft and destruction
Political actions
Personal aggression

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Emotions & Work life Balance 1

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Thankyou