Chapter 5 Individual Differences: Self-Concept, Personality & Emotions From Self-Concept to...

Chapter

5 Individual Differences: Self-Concept, Personality &

Emotions

Individual Differences: Self-Concept, Personality &

Emotions

From Self-Concept From Self-Concept to Self-to Self-ManagementManagement

Personality: Personality: Concepts and Concepts and ControversyControversy

Emotions: An Emotions: An Emerging OB Emerging OB TopicTopic

Self-concept

Cognitions held about oneself as a physical, social, spiritual, or moral beingSelf-esteem – one’s overall self-evaluationSelf-efficacy – belief about one’s chances

of successfully accomplishing a task General Specific

Self-fulfilling prophecy

Research shows

Self-conceptVaries by historical era, class, culture

Self-esteem – moderately related to life satisfactionLow – negative self-view, trouble dealing with

others, self-doubtHigh

Self-efficacyLow – learned helplessnessHigh - success

Effects of High Self-Efficacy

Prior Experience

Sources of Self-Efficacy Beliefs Feedback Behavioral Patterns Results

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

Prior Experience

Prior Experience

Prior Experience

5-7Figure 5-2

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Effects of Low Self-Efficacy

Prior Experience

Sources 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

Prior Experience

Prior Experience

Prior Experience

Low“I don’t think

I can get the job done”

Failure

5-8Figure

5-2 cont.

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Managers can foster self-efficacy through:

1) Recruiting/selection/job assignments2) Job design3) Training and development4) Self-management5) Goal setting and quality improvement6) Coaching7) Leadership and mentoring8) Rewards

5-9

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Self-monitoring

Extent to which one observes own behavior, reads and adapts to social cues

Low – lack ability or motivation present desired appearance Insensitive

High – have ability and desire to present desired appearance Insincere Positively related to career success, conversationalism,

leadership, performance in boundary-spanning positions

Organizational Identification

Integration of beliefs about one’s organization into one’s identityCan lead to loyalty, commitment,

higher performanceCan lead to loss of objectivity,

groupthink, lack of constructive conflict

Personality

The combination of stable physical and mental characteristics that give the individual her or his identityInteraction of environment (nurture)

and genetics (nature)Trait

Research into personality testing at work shows

Questionable predictive ability due to doubtful Doubtful predictive validity Doubtful differential validity Doubtful construct validity

Negatively impacted by faking

Validity can be improved

The Big Five Personality Dimensions

Intellectual, imaginative, curious, broad minded (school success)

5) Openness to experience

Relaxed, secure, unworried4) Emotional stability

Dependable, responsible, achievement, oriented, persistent (job performance, longevity)

3) Conscientiousness

Trusting, good natured, cooperative, soft hearted

2) Agreeableness

Outgoing, talkative, social, assertive (promotions, salary, career satisfaction)

1) Extraversion

Characteristics of a Person Scoring Positively on the Dimension

Personality Dimension

5-13Table 5-3

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Research into Big 5 shows

Valid personality measureO moderately related to school

performanceC moderately to strongly related to job

performanceC moderately related to longevity

Proactive Personalities are Valued Human Capital

Proactive Personality action-oriented person who shows initiative and perseveres to change things

5-14

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Locus of Control

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

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

5-15

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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)

5-16Figure 5-4

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Emotional Intelligence

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

5-17

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Developing Personal and Social Competence through Emotional Intelligence

Self-AwarenessSelf-Awareness Emotional self-awareness Accurate self-assessment Self-confidence

Self-ManagementSelf-Management Emotional self-control Transparency Achievement Initiative Optimism

Personal Competence:Personal Competence:

5-18Table 5-5

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Developing Personal and Social Competence through Emotional Intelligence

Social AwarenessSocial Awareness Empathy Organizational awareness Service

RelationshipRelationship

ManagementManagement Inspirational leadership Influence Developing others Change catalyst Conflict management Building bonds Teamwork and

collaboration

Social Social Competence:Competence:

5-19Table 5-5 cont.

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Practical OB Research Insights about Emotions

EI differentially impacts managers and workers Genders experience emotions similarly but express

them differently EI tests have questionable validity Emotional Contagion people can “catch” one

another’s bad mood or displayed negative emotions Emotional Labor when an employee masks their

true feelings and emotions--“faking” a positive attitude for the sake of the customer or organization Can lead to bottled up anger and frustration Emotional repression can lead to emotional

exhaustion and burnout

5-20

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Type A and Type B personalities

Type A Intense desire to achieve Extremely competitive Sense of urgency Can be hostile

Type B Relaxed Patient Feel no need to display or

discuss achievements

5-22Figure 5-6 cont.

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Research shows

Type A Related to heart disease Work more hours Often make poor decisions More likely to be involved

in conflict Not good team players

Type B Tend to achieve career

goals

5-24Figure 5-6 cont.

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