Chapter

FOUR

Personality
and
Values

2007 Prentice Hall Inc. All rights reserved.

What
What Is
Is Personality?
Personality?
Personality
The sum total of ways in which an individual reacts and
interacts with others, measurable traits a person exhibits

Personality Traits
Enduring characteristics
that describe an
individuals behavior

Personality
Personality
Determinants
Determinants
Heredity
Heredity
Environment
Environment
Situation
Situation

2007 Prentice Hall Inc. All rights reserved.

The
The Myers-Briggs
Myers-Briggs Type
Type Indicator
Indicator
Myers-Briggs Type Indicator (MBTI)
A personality test that taps four characteristics and
classifies people into 1 of 16 personality types

Personality
PersonalityTypes
Types
Extroverted
Extrovertedvs.
vs.Introverted
Introverted(E
(Eor
orI)I)
Sensing
Sensingvs.
vs.Intuitive
Intuitive(S
(Sor
orN)
N)
Thinking
Thinkingvs.
vs.Feeling
Feeling(T
(Tor
orF)
F)
Judging
Judgingvs.
vs.Perceiving
Perceiving(P
(Por
orJ)J)

Score
Scoreisisaacombination
combinationofofall
allfour
four
(e.g.,
(e.g.,ENTJ)
ENTJ)
2007 Prentice Hall Inc. All rights reserved.

Meyers-Briggs
Meyers-Briggs (contd)
(contd)
A Myers-Briggs Score
Can be a valuable too for self-awareness and career
guidance

BUT
Should not be used as a selection tool because it has
not been related to job performance!

2007 Prentice Hall Inc. All rights reserved.

The
The Big
Big Five
Five Model
Model of
of Personality
Personality Dimensions
Dimensions
Extroversion
Sociable, gregarious, and assertive

Agreeableness
Good-natured, cooperative, and trusting

Conscientiousness
Responsible, dependable, persistent, and organized

Emotional Stability
Calm, self-confident, secure under stress (positive), versus
nervous, depressed, and insecure under stress (negative)

Openness to Experience
Curious, imaginative, artistic, and sensitive
2007 Prentice Hall Inc. All rights reserved.

Measuring
Measuring Personality
Personality
Personality Is Measured by:
Self-Report Surveys
Observer-Rating Surveys
Projective Measures
Rorschach Inkblot Test
Thematic Apperception Test

2007 Prentice Hall Inc. All rights reserved.

Major
Major Personality
Personality Attributes
Attributes Influencing
Influencing OB
OB
Core Self-Evaluation
Self-Esteem
Locus of Control

Machiavellianism
Narcissism
Self-Monitoring
Risk Taking
Type A vs. Type B Personality
Proactive Personality
2007 Prentice Hall Inc. All rights reserved.

Core
Core Self-Evaluation:
Self-Evaluation: Two
Two Main
Main Components
Components
Self-Esteem
Individuals degree of liking or disliking themselves

Locus of Control
The degree to which people believe they are masters of
their own fate
Internals (Internal locus of control)
Individuals who believe that they control what
happens to them
Externals (External locus of control)
Individuals who believe that what happens to them
is controlled by outside forces such as luck or
chance
2007 Prentice Hall Inc. All rights reserved.

Machiavellianism
Machiavellianism
Machiavellianism (Mach)
Degree to which an individual is pragmatic,
maintains emotional distance, and believes that
ends can justify means

Conditions
ConditionsFavoring
FavoringHigh
HighMachs
Machs
Direct
Directinteraction
interactionwith
withothers
others
Minimal
Minimalrules
rulesand
andregulations
regulations
Emotions
Emotionsdistract
distractfor
forothers
others

2007 Prentice Hall Inc. All rights reserved.

Narcissism
Narcissism
A Narcissistic Person
Has grandiose sense of self-importance
Requires excessive admiration
Has a sense of entitlement
Is arrogant
Tends to be rated as less effective

2007 Prentice Hall Inc. All rights reserved.

Self-Monitoring
Self-Monitoring
Self-Monitoring
A personality trait that measures an
individuals ability to adjust his or
her behavior to external, situational
factors

High
HighSelf-Monitors
Self-Monitors
Receive
Receivebetter
betterperformance
performanceratings
ratings
Likely
Likelytotoemerge
emergeas
asleaders
leaders
Show
Showless
lesscommitment
commitmenttototheir
their
organizations
organizations
2007 Prentice Hall Inc. All rights reserved.

Risk-Taking
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
2007 Prentice Hall Inc. All rights reserved.

Personality
Personality Types
Types
Type As
1.
2.
3.
4.
5.

Are always moving, walking, and eating rapidly

Feel impatient with the rate at which most events take place
Strive to think or do two or more things at once
Cannot cope with leisure time
Are obsessed with numbers, measuring their success in terms
of how many or how much of everything they acquire

Type Bs
1.
2.
3.
4.

Never suffer from a sense of time urgency with its

accompanying impatience
Feel no need to display or discuss either their achievements or
accomplishments
Play for fun and relaxation, rather than to exhibit their
superiority at any cost
Can relax without guilt

2007 Prentice Hall Inc. All rights reserved.

Personality
Personality Types
Types
Proactive Personality
Identifies opportunities,
shows initiative, takes
action, and perseveres until
meaningful change occurs
Creates positive change in
the environment,
regardless or even in spite
of constraints or obstacles

2007 Prentice Hall Inc. All rights reserved.

Chapter
Chapter Check-up:
Check-up: Personality
Personality
Which of the following is not a typical
personality trait considered to be
organizationally relevant?
Locus of control
Self-monitoring
Self-enhancing
Self esteem
Machiavellianism
Discuss with your neighbor how each of the three traits above would
influence a college instructors behavior, and where you think your
teacher falls with respect to each of them.
2007 Prentice Hall Inc. All rights reserved.

Chapter
Chapter Check-up:
Check-up: Personality
Personality
Alison arrives to class and realizes that shes
forgotten her homework to turn in. She says Oh
man, its just not my lucky day today. Alison has
______________.

Alison has a high external locus of control. Alison believes

that things outside of her control determine what happens.

If Alison works on a team with you, and you have a

very high internal locus of control, what kinds of
discussions do you think the two of you might have?
Discuss with a friend.
2007 Prentice Hall Inc. All rights reserved.

Chapter
Chapter Check-up:
Check-up: Personality
Personality
Julia is known for being a go-getter. She never
leaves a task incomplete, and is involved in a
number of activities. Moreover, shes at the top of
her class. Shes so busy that sometimes, she
forgets to stop and eat lunch. Julia can be easily
characterized as someone that has/is a Type ____
Personality.

2007 Prentice Hall Inc. All rights reserved.

Chapter
Chapter Check-up:
Check-up: Personality
Personality
Julia is also likely to not be very:

Happy?

Fun?

Creative?

Stressed?

In general, Type As are rarely creative because they

generally dont allocate the necessary time for new solution
development; they usually rely on past experiences to
solve problems in order to be speedy.

2007 Prentice Hall Inc. All rights reserved.

Values
Values
Definition: Mode of conduct or end state is personally
or socially preferable (i.e., what is right and good)
Terminal Values
Desirable end states

Instrumental Values
The ways/means for achieving ones terminal values

Value System: A hierarchy based on a ranking of an

individuals values in terms of their intensity
Note: Values vary by cohort

2007 Prentice Hall Inc. All rights reserved.

Importance
Importance of
of Values
Values
Provide understanding of the attitudes, motivation,
and behaviors of individuals and cultures
Influence our perception of the world around us
Represent interpretations of right and wrong
Imply that some behaviors or outcomes are preferred
over others

2007 Prentice Hall Inc. All rights reserved.

Types
Types of
of ValuesRokeach
ValuesRokeach Value
Value Survey
Survey
Terminal Values
Desirable end-states of existence;
the goals that a person would like
to achieve during his or her lifetime

Instrumental Values
Preferable modes of behavior or
means of achieving ones terminal
values

2007 Prentice Hall Inc. All rights reserved.

Values
Valuesin
in
the
the
Rokeach
Rokeach
Survey
Survey

Source: M. Rokeach, The Nature of Human

Values (New York: The Free Press, 1973).

E X H I B I T 4-3
E X H I B I T 4-3
2007 Prentice Hall Inc. All rights reserved.

Values
Valuesin
in
the
the
Rokeach
Rokeach
Survey
Survey
(contd)
(contd)

Source: M. Rokeach, The Nature of Human

Values (New York: The Free Press, 1973).

E X H I B I T 4-3 (contd)
E X H I B I T 4-3 (contd)
2007 Prentice Hall Inc. All rights reserved.

Mean
MeanValue
ValueRankings
Rankings
of
ofExecutives,
Executives,Union
Union
Members,
Members,and
andActivists
Activists
Source: Based on W. C. Frederick and J. Weber, The Values of
Corporate Managers and Their Critics: An Empirical Description and
Normative Implications, in W. C. Frederick and L. E. Preston (eds.)
Business Ethics: Research Issues and Empirical Studies (Greenwich,
CT: JAI Press, 1990), pp. 12344.

E X H I B I T 4-4
E X H I B I T 4-4
2007 Prentice Hall Inc. All rights reserved.

Values,
Values, Loyalty,
Loyalty, and
and Ethical
Ethical Behavior
Behavior

Ethical Values and

Behaviors of Leaders

Ethical
Ethical Climate
Climate in
in

2007 Prentice Hall Inc. All rights reserved.

Values
Values Across
Across Cultures:
Cultures: Hofstedes
Hofstedes Framework
Framework

Power Distance
Individualism vs. Collectivism
Masculinity vs. Femininity
Uncertainty Avoidance
Long-term and Short-term Orientation

2007 Prentice Hall Inc. All rights reserved.

Hofstedes
Hofstedes Framework
Framework for
for Assessing
Assessing Cultures
Cultures
Power Distance
The extent to which a society accepts that
power in institutions and organizations is
distributed unequally.
Low distance: Relatively equal power
between those with status/wealth and
those without status/wealth
High distance: Extremely unequal power
distribution between those with
status/wealth and those without
status/wealth
2007 Prentice Hall Inc. All rights reserved.

Hofstedes
Hofstedes Framework
Framework (contd)
(contd)
Individualism
The degree to which
people prefer to act as
individuals rather than a
member of groups

2007 Prentice Hall Inc. All rights reserved.

vs.

Collectivism
A tight social framework in
which people expect others
in groups of which they are a
part to look after them and
protect them

Hofstedes
Hofstedes Framework
Framework (contd)
(contd)
Masculinity
The extent to which the
society values work roles
of achievement, power,
and control, and where
assertiveness and materialism are also valued

2007 Prentice Hall Inc. All rights reserved.

vs.

Femininity
The extent to which
there is little differentiation between roles
for men and women

Hofstedes
Hofstedes Framework
Framework (contd)
(contd)
Uncertainty Avoidance
The extent to which a society feels threatened by
uncertain and ambiguous situations and tries to avoid
them
High Uncertainty Avoidance:
Society does not like
ambiguous situations and tries
to avoid them.
Low Uncertainty Avoidance:
Society does not mind
ambiguous situations and
embraces them.
2007 Prentice Hall Inc. All rights reserved.

Hofstedes
Hofstedes Framework
Framework (contd)
(contd)
Long-term Orientation
A national culture attribute
that emphasizes the future,
thrift, and persistence

2007 Prentice Hall Inc. All rights reserved.

vs.

Short-term Orientation
A national culture attribute that
emphasizes the present and
the here and now

Achieving
Achieving Person-Job
Person-Job Fit
Fit
Personality-Job Fit Theory
(Holland)
Identifies six personality
types and proposes that the
fit between personality type
and occupational
environment determines
satisfaction and turnover

Personality
PersonalityTypes
Types
Realistic
Realistic
Investigative
Investigative
Social
Social
Conventional
Conventional
Enterprising
Enterprising
Artistic
Artistic

2007 Prentice Hall Inc. All rights reserved.

Hollands
Hollands
Typology
Typologyof
of
Personality
Personality
and
and
Congruent
Congruent
Occupations
Occupations

E X H I B I T 48
E X H I B I T 48
2007 Prentice Hall Inc. All rights reserved.

Relationships
Relationships
Among
Among
Occupational
Occupational
Personality
Personality
Types
Types

Source: Reprinted by special permission of the publisher, Psychological

Assessment Resources, Inc., from Making Vocational Choices, copyright 1973,
1985, 1992 by Psychological Assessment Resources, Inc. All rights reserved.

2007 Prentice Hall Inc. All rights reserved.

E X H I B I T 49
E X H I B I T 49

Organizational
Organizational Culture
Culture Profile
Profile (OCP)
(OCP)
Useful for determining person-organization
fit
Survey that forces choices/rankings of ones
personal values
Helpful for identifying most important values
to look for in an organization (in efforts to
create a good fit)

2007 Prentice Hall Inc. All rights reserved.

Chapter Check-up: Values

In Country J most of the top management team meets

employees at the local bar for a beer on Fridays, and there
are no reserved parking spaces. Everyone is on a first
name basis with one another. Country J, according to
Hofstedes Framework, is probably low on what dimension?

Collectivism

Lon-term Orientation

Uncertainty Avoidance

Power Distance

How would a college or university in Country J differ from

your college or university? Identify 3 differences and
discuss with a neighbor.
2007 Prentice Hall Inc. All rights reserved.