Major Personality Attributes that influencing Behavior

By:
Asad Rauf BBA ( GC university FSD)

Attributes that affect Personality

Core Self-Evaluation

Machiavellianism
Narcissism

Self-Monitoring
Risk Taking Type A vs. Type B Personality Proactive Personality

Personality Attributes
1. Core Self-Evaluation
The degree to which an individual keep views about himself that can be positive and negative.

There are two components:

Self esteem: the degree to which person likes and dislikes himself. Locus of control

1. Core Self-Evaluation
Locus of control: A persons perception of the source of his fate is termed as locus of control Internals: People who believe that they are masters of their own fate that is positive core self-evaluation. Externals: Individuals who believe that what happens to them is controlled by outside forces such as luck or chance i.e. negative self coreevaluation.

1. Core Self-Evaluation
Positive core self-evaluation:
They are people with internal locus of control. They attribute organizational outcomes to their own actions. Outcomes of positive core self evaluation more motivated to achieve make a greater attempt to control their environment do well on sophisticated tasks. more suited to jobs that require initiative and independence of action

1. Core Self-Evaluation
For example: They believe that health is substantially under their own control through proper habits; their incidences of sickness and, hence, of absenteeism, are lower.

1. Core Self-Evaluation
Negative core self-evaluation:
They are people with external locus of control and low esteem. they tend to dislike themselves Have no capabilities to do work See themselves powerless over the environment Outcomes: more compliant and willing to follow directions less satisfied with their jobs have higher absenteeism rates more alienated from the work setting less involved on their jobs

Example of Negative Core SelfEvaluation

As an example, a student may believes that his or her homework, assignment and test result will come out in a bad or good luck. He may think that the teacher will give him an A but it will be not necessity by his own opportunities at what he is really doing or the thing that he has done.

2. Machiavellianism
Named after Niccolo Machiavelli, who wrote in the sixteenth century on how to gain and use power. Machiavellianism is primarily the term that is use to describe a person's tendency to deceive and manipulate others for personal gain. There is element of gain and use of authority.

2. Machiavellianism
Conditions Favoring High Machs Direct interaction with others Minimal rules and regulations Emotions distract for others Outcomes of High Machs High Machs make good employees in jobs that require bargaining skills or that offer substantial rewards for winning. High Machs manipulate more, win more, are persuaded less, and persuade others more. they want power to leads other.

3. Self-Monitoring
It refers to an individuals ability to adjust his or her behavior to external, situational factors. High Self-Monitoring: Individuals high in self-monitoring show considerable adaptability. They are highly sensitive to external cues, They can behave differently in different situations, they are capable of presenting striking contradictions between their public persona and their private self.

3. Self-Monitoring
Low Self-Monitoring:
Low self-monitors cannot disguise themselves in different way. They also value honesty about inner feelings rather than acted-out emotions for the benefit of social interaction. They tend to display their true dispositions and attitudes in every situation resulting in a high behavioral consistency between who they are and what they do .

3. Self-Monitoring
Outcomes of High Self-monitoring
High self-monitor is capable of putting on different faces for different audiences. High self-monitors tend to pay closer attention to the behavior of others. High self-monitoring managers tend to be more mobile in their careers and receive more promotions. Receive better performance ratings Likely to emerge as leaders.

4.Narcissism
A Narcissistic Person
The name "narcissism" is derived from Greek mythology. Narcissus was a handsome Greek youth who, had never seen his reflection, but because of a prediction by an Oracle, looked in a pool of water and saw his reflection for the first time. it was then he saw his reflection for the first time, not knowing any better he started talking to it. he fell in love with his own reflection in a pool, not realizing it was merely an image, and he wasted away to death, not being able to leave the beauty of his own reflection

4.Narcissism
Definition:

4.Narcissism
Has grandiose sense of selfimportance Requires excessive admiration Has a sense of entitlement Is arrogant Tends to be rated as less effective

5.Risk Taking
The propensity to assume or avoid risk has been shown to have an impact on how long it takes managers to make a decision and how much information they require before making their choice.

High Risk-Taking Managers

Make quicker decisions Use less information to make decisions Operate in smaller and more entrepreneurial organizations

5.Risk Taking
Low Risk-Taking Managers
Are slower to make decisions Require more information before making decisions Exist in larger organizations with stable environments

6.Personality Types
Type As

Are always moving, walking, and eating rapidly Feel impatient with the rate at which most events take place Cannot cope with leisure time Are obsessed with numbers, measuring their success in terms of how many or how much of everything they acquire

6.Personality Types
Type Bs
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

7.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.

Thank you!