October 2, 2009Group #1

The complex of characteristics that distinguishes an

individual or a nation or group; especially : the

totality of an individual's behavioral and emotional

characteristics b : a set of distinctive traits and

characteristics

(Webster online dictionary, 2009)

A few traits that are commonly used to describe

personality:

Honest

Considerate

Driven

Independent

Laid back

Patient

Inspirational

• Good leaders glide effortlessly from one leadership style to the next depending on personality, need and situation

• We manage different personalities in the workplace up, down, left and right (360 degrees)

• How do we, as leaders, manage different personalities

• Why is it important

• How to identify traits

• Bright & dark side of traits

• Addressing conflict

• Recognize, maximize & minimize

Openness

Conscientiousness

Extraversion

Agreeableness

Neuroticism

(Goldberg, 1981)

“Openness to experience is the disposition to

be imaginative, nonconforming,

unconventional, and autonomous.”

(Judge et al., 2002)

Conscientious is often defined by the

attributes of achievement and dependability

(Judge et al., 2002)

Having a tendency to be sociable, outgoing,

gregarious, warmhearted, expressive and

talkative.

(Lounsbury, 2009)

Some characteristics that define agreeableness:

tact, modesty, sensitivity, kindness and respect.

(Bernerth et al., 2007)

The overall level of adjustment and emotional

resilience in the face of stress and pressure.

(Lounsbury et al, 2009)

• Likely each person will experience expectation and pressures differently

(Shivers-Blackwell, 2006)

• Inevitably, conflict will arise(Dijkstra et al., 2005)

• Task conflict – can be productive

• Relationship conflict – reduces effectiveness

(Anderson, 2005)

• Opens lines of communication

• Produces innovative ideas

• Reduces stress & anxiety

• Promotes synergy

(Anderson, 2005) (Darling & Earl, 2001)

• Reduces morale

• Reduces cooperation

• Causes power struggles

• Distracts from the task at hand

(Anderson, 2005) (Darling & Earl, 2001)

• A good leader will make a commitment to recognize and address issues when there is conflict

• Which of the Big 5 personality traits are most effective when dealing with each type of conflict

• Can increase task conflict due to creative new ideas

• Can cause relationship conflict if the team is less open than the leader

(Anderson, 2009) (Roberts, et al., 2005)

• Good with relationship conflict because they have great self control

• Can cause relationship conflict with low-conscientious team members

(Anderson, 2009) (Roberts, et al., 2005)

• Has ability to decrease both task & relationship conflict

• Conversely has the potential to increase both task & relationship conflict

(Anderson, 2009) (Roberts, et al., 2005)

• Good at both relationship & task conflict

• May concede when a stance should be taken

(Anderson, 2009) (Roberts, et al., 2005)

• Poor at any type of conflict resolution

(Anderson, 2009) (Roberts, et al., 2005)

Leaders must be able to recognize their own

personality traits as well as the traits of others.

When unrelated organisms develop some of the

same traits.

(Encyclopedia Britannica, 2009)

Nearly 150 animal personalities in the zoo

(a.k.a. the office)

Bright but cautious

(Feison, 1998)

Hardworking and conservative

(Feison, 1998)

Courageous and territorial

(Feison, 1998)

Energetic and flamboyant

(Feison, 1998)

Creative and unpredictable

(Feison, 1998)

• Recognize those traits in ourselves and in those we work with

• Maximize or develop best personality traits

• Minimize worst personality traits

• We work in a zoo and zoos have lots of different personality types

• Recognize and embrace the strengths of diversity

• Leaders – recognize, maximize and minimize

• Not everyone plays well together

• Right personality for right job or assignment

• Optimal environment

• Personality & personality traits

• The Big 5 Model

• Managing personality & conflict

• What should a leader do

What kind of animal are you?

www.animalinyou.com

• Anderson, M., (2009). The role of group personality composition in the emergence of task and relationship conflict within groups. Journal of Management and Organization, 15(1), 82- 96.

• Buirski, P., Plutchik, R., & Kellerman, H., (1978). Sex differences, dominance, and personality in the chimpanzee. Animal Behavior, 123-129.

• Darling, J. R., & Walker, W. E., (2001). Effective conflict management: use of the behavioral style model. Leadership & Organization Development Journal, 22(5/6), 230-242.

• Dijkstra, M. T., Van Dierendonck, D., Evers, A., & De Dreu, C. K., (2005). Conflict and well- being at work: the moderation role of personality. Journal of Managerial psychology, 20(1/2), 87-104.

• Howard, P.J., & Howard, J. M., (1995). Buddy, can you paradigm?. Training & Development, 49(9), p. 28(7). Retrieved September 8, 2009, from General OneFile via Gale:

• http://find.galegroup.com.ezproxy.etsu.edu:2048/gtx/start.do?prodId=ITOF• Goldbery, L. R., (1981). Language and individual differences: The search for universals in personality

lexicons. Review of personality and social psychology, 2, 141-165.• Gosling, S., (2001). From Mice to Men: What Can We Learn about Personality from Animal Research?

Psychological Bulletin, 127(1), 50-56.• Judge, T. A., Ilies, R., Bono, J.E., & Gerhardt, M. W., (2002). Personality and leadership: a qualitative and

quantitative review. Journal of Applied Psychology, 87(4), p. 765(16). Retrieved September 8, 2009, from General OneFile via Gale:

• http://find.galegroup.com.ezproxy.etsu.edu:2048/gtx.start.do?prodId=ITOF

• Karkoulian, S., Messarra, L., & Sidani, M., (2009). Correlates of the bases of power and the Big Five personality traits: An empirical investigation. Allied Academies International Conference. Academy of Organizational Culture, Communications and Conflict, Proceedings, 14(1), 7-16.

• Lounsbury, J. W., Smith, R. M., Levy, J. J., Leong, F. T., & Gibson, L. W., (2009). Personality characteristics of business majors as defined by the Big Five and narrow personality traits. Journal of Education for Business, 84(4), p. 200(5). Retrieved September 5, 2009, from General OneFile via Gale:

• http://find.galegroup.com.ezproxy.etsu.edu:2048/gtx/start.do?prodId=ITOF• Medina, F. J., Munduate, L., Dorado, M. A., Martinez, I., & Guerra, J. M., (2005). Types of intragroup

conflict and affective reactions. Journal of Managerial Psychology, 20(3/4), 219-230.• Roberts, B. W., Chernyshenko, O. S., Stark, S., & Goldberg, L. R., (2005). The structure of

conscientiousness: An empirical investigation based on seven major personality questionnaires. Personnel Psychology, 58(1), 103-139.

• Robertson, I. T., Baron, H., Gibbons, P., MacIver, R., & Nyfield, G. (2000). Conscientiousness and managerial performance. Journal of Occupational and Organizational Psychology, 73(2), p. 171. Retrieved September 8, 2009, from General OneFile via Gale:

• http://find.galegroup.com.ezproxy.etsu.edu:2048/gtx/start.do?prodId=ITOF• Shivers-Blackwell, S., (2006). The Influence of Perceptions of Organizational Structure & Culture on

Leadership Role Requirements: The Moderating Impact of Locus of Control & Self-Monitoring. Journal of Leadership & Organization Studies, 12(4), 27-49.

• Zimmerman, R., (2008). Understanding the impact of personality traits on individuals’ turnover decisions: a meta-analytic path model. Personnel Psychology, 61(2), 309-348. Retrieved September 5, 2009, from

• http://proquest.umi.com.eqproxy.etsu.edu:2048