Transcript Kreitner

Key Individual
Differences
and the Road
to Success
Chapter 5
McGraw-Hill/Irwin
Copyright © 2010 by the McGraw-Hill Companies, Inc. All rights reserved.
© 2008The McGraw-Hill Companies, Inc. All rights reserved.
Ch. 5 Learning Objectives
1.
2.
3.
4.
5.
Define self-esteem, and explain how it can be improved
with Branden’s six pillars of self-esteem.
Define self-efficacy, and explain its sources.
Contrast high and low self-monitoring individuals, and
discuss the ethical implications of organizational
identification.
Identify and describe the Big Five personality dimensions,
and specify which one is correlated most strongly with job
performance.
Describe the proactive personality and internal locus of
control.
5-2
Ch. 5 Learning Objectives
6. Identify at least five of Gardner’s eight multiple
intelligences, and explain “practical intelligence.”
7. Distinguish between positive and negative emotions,
and explain how they can be judged.
8. Identify the four key components of emotional
intelligence, and discuss the practical significance of
emotional contagion and emotional labor.
9. Explain how psychological capital, deliberate
practice, luck, and humility can pave your road to
success.
5-3
Individual Differences
5-4
Self-Esteem
Self-Esteem one’s
overall self-evaluation
What would a person
with high self-esteem
say?
a. I feel I am a person of
worth, the equal of other
people.
b. I feel I do not have much
to be proud of.
5-5
Branden’s Six Pillars of Self Esteem
Live consciously.
• Be actively and fully engaged in what you do and with
whom you interact.
Be self-accepting.
• Don’t be overly judgmental or critical of your thoughts and
actions.
Take personal responsibility.
• Take full responsibility for your decisions and actions in
life’s journey.
5-6
Branden’s Six Pillars of Self Esteem
Be self –assertive.
• Be authentic and willing to defend your beliefs when
interacting with others, rather than bending to their will to be
accepted or liked.
Live purposefully.
• Have clear near-term and long-term goals and realistic plans
for achieving them to create a sense of control over your life.
Have personal integrity.
• Be true to your word and your values.
5-7
Self Efficacy
Self Efficacy is a person’s
belief about his or her
chances of successfully
accomplishing a specific
task
“Once you realize there are
no geniuses out there, you
can think, ‘I can do that.’
One reason I’ve succeeded
is I have that naïve sense of
entitlement.”
• Donny Deutsch, Deutsch,
Inc.
5-8
Effects of High Self-Efficacy
Sources of SelfEfficacy Beliefs
Feedback
Behavioral Patterns
Results
 Be active—select best
Prior
Experience
Behavior
Models
opportunities
High
“I know I
can do this job”
 Manage the situation—
avoid or neutralize
Success
obstacles
 Set goals—establish
standards
Persuasion
from Others
Assessment of
physical/
emotional
state
Self-efficacy
beliefs
 Plan, prepare, practice
 Try hard: persevere
 Creatively solve
problems
 Learn from setbacks
 Visualize success
 Limit Stress
5-9
Effects of Low Self-Efficacy
Sources of SelfEfficacy Beliefs
Feedback
Prior
Experience
Behavior
Models
Self-efficacy
beliefs
Persuasion
from Others
Assessment of
physical/
emotional
state
Low
“I don’t think
I can get the job
done”
Behavioral Patterns
 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
Results
Failure
5-10
Self-Monitoring
Self-Monitoring: Observing one’s own
behavior and adapting it to the situation
What are the dangers of being a:
•High Self-Monitor?
•Low Self-Monitor?
Is high or low-self-monitoring related to job
success?
5-11
Self-Monitoring Assessment
You are a new sales person and just made a
huge sale and are very excited. You run into
your boss’s office and start to tell her but she
keeps looking at the computer. You…
a. Keep telling her about the sale excitedly –
you know she wants to know.
b. Say, “I’m sorry, did I catch you at a bad
time?”
5-12
The Big Five Personality Dimensions
Remember acronym “OCEAN”
Personality Dimension
1) Openness to experience
Characteristics of a Person
Scoring Positively on the
Dimension
Intellectual, imaginative,
curious, broad minded
2) Conscientiousness
Dependable, responsible,
achievement, oriented, persistent
3) Extraversion
Outgoing, talkative, social,
assertive
4) Agreeableness
Trusting, good natured,
cooperative, soft hearted
Relaxed, secure, unworried
5) Neuroticism/Emotional
stability
5-13
Test Your Knowledge
Which two of the Big Five personality
traits were found to be the most stable?
A.Conscientiousness & Emotional
Stability
B. Openness to Experience &
Agreeableness
C. Extraversion & Conscientiousness
D.Agreeableness & Conscientiousness
5-14
Proactive Personality
Action-oriented person who shows
initiative and perseveres to change
things
Common trait of entrepreneurs
Demonstrates resiliency:
•The ability to handle pressure and
quickly bounce back from personal and
career set-backs
5-15
Locus of Control
External Locus of
Control one’s life
outcomes attributed to
environmental factors such
as luck or fate
Internal Locus of
Control belief that one
controls key events and
consequences in one’s life.
5-16
Implications of Personality at Work
Overall the relationship between
personality and job performance is…….
Which of the Big Five dimensions is
most strongly related to job
performance?
Should personality tests be used to
make hiring decisions?
5-17
How to Use Personality Testing in the
Workplace
5-18
Test Your Knowledge
Which of the following traits
would best predict one’s
motivation level at work?
a. Internal locus of control
b. Intelligence
c. Agreeableness
d. External locus of control
5-19
Contributors to Performance
Ability
Effort
Performance
Skill
5-20
Threat to Performance
Staying awake 24 hours impairs
cognitive psychomotor performance to
the same degree as having a _____%
blood alcohol level.
a. .001
b. .01
c. .1
d. 1.0
5-21
Intelligence
Charles Spearman’s work
General mental ability
Specific mental ability
Intelligence-related predictors of job
performance:
•Numerical ability
•Spatial ability
•Inductive reasoning
5-22
Mental Abilities Underlying Performance
1) Verbal
comprehension
2) Word fluency
3) Numerical
4) Spatial
5) Memory
6) Perceptual speed
7) Inductive reasoning
5-23
Multiple Intelligences
Howard Gardner’s Work
1.
2.
3.
4.
5.
6.
7.
8.
Linguistic intelligence
Logical-mathematical intelligence
Musical intelligence
Bodily-kinesthetic intelligence
Spatial intelligence
Interpersonal intelligence
Naturalist intelligence
Intrapersonal intelligence
5-24
Positive and Negative Emotions
Anger
Fright/
anxiety
Guilt/
shame
(goal
incongruent)
/Joy
Pride
(goal
congruent)
Love/
affection
Sadness
Negative
Emotions
Happiness
Positive
Emotions
Envy/
jealousy
Disgust
Relief
5-25
Emotional Intelligence
Emotional
Intelligence
ability to manage
oneself and
interact with
others in a
constructive way
5-26
Test Your Knowledge
True (A) or False (B)
1. Emotions are contagious
2. Masking one’s true feelings may
cause long-term psychological and
physical problems.
3. Women’s felt emotions are no
different than men’s.
5-27
Test Your Knowledge
1. I’m good at math
2. I’m a dependable,
responsible person
3. I know when to speak up
and when not to during
work meetings
4. I effectively keep my
emotions under control
5. I am a person of worth
6. I believe I am the cause of
the good or bad things
that happen to me
A. High Self-Esteem
B. High Self-Monitor
C. High Internal Locus of
Control
D. High Self-Efficacy
E. High Conscientiousness
F. High Emotional
Intelligence
5-28
Paving the Road to Success
Psychological
Capital
• Striving for success by developing one’s
self-efficacy, optimism, hope, and
resiliency
Deliberate Practice
• A demanding, repetitive, and assisted
program to improve one’s performance
Luck
Humility
• Lucky people make their own good
fortune
• A realistic assessment of one’s own
contribution and the recognition of the
contribution of others and luck to one’s
success
5-29
Key Individual
Differences
and the Road
to Success
Supplemental
Slides
Chapter 5
© 2008The McGraw-Hill Companies, Inc. All rights reserved.
Personal Success
“You’re a serious rock climber,
and there seems to be
something a bout business and
climbing that resonates with
people. The metaphors come
tumbling out, one after
another.”
Source: Burlingham, B. Interview with Jim Collins; Inc. Vol 31, April 2009.
5-31
Personal Success
“Climbing has had a gigantic influence on
how I think about everything. I started
climbing at 14, and it was the first time that
I was really, really aware of consequences.
Kids think that they can get away with stuff,
but gravity doesn’t care if you have an
excuse. It will kill you. It’s completely
indifferent. And I just gravitated to the idea
that this is very real. It’s also why I have
such affection for entrepreneurs.”
Source: Burlingham, B. Interview with Jim Collins; Inc. Vol 31, April 2009.
5-32
Personal Success
What motivates
you?
What keeps you
real?
What experiences
have you had that
have significantly
shaped your life?
Source: Burlingham, B. Interview with Jim Collins; Inc. Vol 31, April 2009.
5-33
Self Efficacy
Self Efficacy is a person’s
belief about his or her chances
of successfully accomplishing
a specific task
Graphics from: http://www.barackobama.com/
5-34
Discussion Question
Who do you admire?
What personal attributes to they
possess?
What do you think drives them to
succeed?
5-35
Video Cases
Toying with Success: The McFarlane Companies
Generation Next Changes the Face of the Workplace
5-36
Competencies
Competencies = Effort, Ability and Skill Combinations
•Embraces Change
•Communicates Effectively
•Time Management
Competencies are used by today’s
organizations for:
•Selection
•Performance Management
•Training & Development
5-37
Sleep’s Impact on Performance
Survey of 1,000 British Airways Passengers
How has a lack of sleep affected your work?
•Fallen asleep during a meeting – 23%
•Presentation went badly, lost business – 18%
•Slept through or missed meeting or flight 14%
Source: USA Today 5/31/05
5-38
Golf and Business
Is this person honest?
How passionate is this
person?
Does the person know
how to have fun?
Is this the right person
for the job?
Is this person a good
listener?
Source: An 18-hole character Test, David Rynecki, BusinessWeek, May 28, 2007
5-39
Brave New Brain
Disciplined mind
Synthesizing mind
Creating mind
Respectful mind
Ethical mind
5-40
Meet the Parents – Movie Clip
What emotions are being expressed by
Ben Stiller?
What is causing this emotion?
5-41
Work Applications of Self-Efficacy
1) Recruiting/Selection/job assignments
•
What questions would you ask to determine
one’s self-efficacy for performing the job
well?
2) Job design
•
Are challenging or boring tasks more likely
to improve one’s self efficacy?
3) Training and development
•
How do training and development programs
5-42
develop self-efficacy?
Practical Tips for Building On-the-Job SelfEsteem
1) Be supportive by showing concern
for personal problems, interests,
status, and contributions
2) Offer work involving variety,
autonomy, and challenges that suit
the individual’s values, skills, and
abilities
3) Strive for management-employee
cohesiveness and build trust
4) Have faith in each employee’s selfmanagement ability
5-43
Determinants and Consequences of
Organization-Based Self-Esteem
Factors Influenced
by OBSE
Determinants
of OBSE
• Managerial respect
• Organizational
structure
• Job complexity
OBSE
•
•
•
•
•
•
Global self-esteem
Job performance
Intrinsic motivation
General satisfaction
Citizenship behavior
Organizational
commitment &
satisfaction
5-44
How Strong is Your OBSE?
Strongly
Disagree
Strongly
Agree
1) I count around here
1
2
3
4
5
2) I am taken seriously around here
1
2
3
4
5
3) I am important around here
1
2
3
4
5
4) I am trusted around here
1
2
3
4
5
5) There is faith in me around here
1
2
3
4
5
5-45
How Strong is Your OBSE? (cont.)
Strongly
Disagree
Strongly
Agree
6) I can make a difference around here
1
2
3
4
5
7) I am valuable around here
1
2
3
4
5
8) I am helpful around here
1
2
3
4
5
9) I am efficient around here
1
2
3
4
5
10)I am cooperative around here
1
2
3
4
5
5-46
A Model of Behavioral Intention
The person’s beliefs that
the behavior leads to
Certain outcomes and his/
her evaluations of these
outcomes
Attitude toward
the behavior
Relative importance
of attitudinal and
normative consideration
The person’s beliefs that
specific individuals or
groups think he or she
should perform the
behavior and his or her
motivation to comply with
the specific references
Intention
Behavior
Subjective
norm
5-47
The Dark Side of Self-Monitoring
Frank Abignale stole $21
million in fraudulent checks;
after serving prison time has
helped the FBI
“When I talk to people about
con-artists,” Abnigale writes,
“they always ask me, ‘Well is
there a certain type of person to
beware of?’ It’s been my
experience, on both sides of the
law, that there is no profile of
who’s a con artist or forger.”
But there is this common trait:
“There’s this thing they always
say about con men: They live a
chameleon existence. That was
certainly true for me. I’d find
myself in an unfamiliar
situation, and I’d quickly
adapt.”
5-48
What is Your Learning Style?
Diverging Style
• Like to ask “why” and to
study problems from
different angles
• Are people-oriented and
prefer to explore situations
from a solid base of
information
• Like to brainstorm and deal
with feelings
5-49
What is Your Learning Style?
Accommodating
Style
• Prefer to have a plan
and systematically
experiment
• Good at interpreting
immediate
circumstances
• Good interpersonal
skills and adept at
influencing others
5-50
What is Your Learning Style?
Assimilating Style
• Prefer theoretical
models and inductive
reasoning (drawing
generalizations from
specifics)
• Enjoy the search to
new knowledge
• Prefer a disciplined
rather than random
search for the “right”
answer
5-51
What is Your Learning Style?
Converging Style
• Like to ask “how”
• Prefer to focus on
specific, practical
problems
• Prefer deductive
reasoning (using
general principles to
understand specifics)
5-52
Conclusion
Questions for discussion
5-53