Chapter Five Appreciating Individual Differences SelfConcept Personality Emotions

Chapter Five Appreciating Individual Differences: Self-Concept, Personality, Emotions Mc. Graw-Hill/Irwin Organizational Behavior: Key Concepts, Skills & Best Practices, 3/e Copyright © 2008 The Mc. Graw-Hill Companies, Inc. All rights reserved.

After reading the material in this chapter, you should be able to: • Distinguish between self-esteem and selfefficacy. • Contrast high and low self-monitoring individuals, and describe resulting problems each may have. • Explain the social learning model of selfmanagement. 3

After reading the material in this chapter, you should be able to: • Identify and describe the Big Five personality dimensions, specify which one is correlated most strongly with job performance, and describe the proactive personality. • Explain the difference between an internal and external locus of control. • Explain the concepts of emotional contagion and emotional labor, and identify the four components of emotional intelligence 4

From Self-Concept to Self-Management • Self – core of one’s conscious existence • Self-concept - a person’s self-perception as a physical, social, spiritual being. 5

From Self-Concept to Self-Management • Cognitions - a person’s knowledge, opinions, or beliefs. • Self-esteem - one’s overall self-evaluation. 6

An OB Model for Studying Individual Differences Figure 5 -1 7

Can General Self-Esteem Be Improved? • Low self-esteem can be raised more by having a person think of desirable characteristics possessed rather of undesirable characteristics from which he is free 8

How to Build Self-Esteem in Yourself and Others 1. 2. 3. 4. 5. 6. Live consciously Be self-accepting Take personal responsibility Be self-assertive Live purposefully Have personal integrity 9

Question? What is a person’s belief about his chances of successfully accomplishing a specific task? A. Self-monitoring B. Self-reliance C. Self-efficacy D. Learned Helplessness 10

Self-Efficacy • Self-efficacy – a person’s belief about his chances of successfully accomplishing a specific task • Learned Helplessness – debilitating lack of faith in one’s ability to control the situation 11

Self-Efficacy See an article on selfefficacy by Judge and Bono 12

Self-Efficacy Beliefs Pave the Way for Success or Failure Figure 5 -2 13

Managerial Implications • On-the-job research evidence encourages managers to nurture self-efficacy, both in themselves and in others • Significant positive correlation between self -efficacy and job performance 14

Self-Monitoring • Self-monitoring – extent to which a person observes their own self-expressive behavior and adapts it to the situation • Positive relationship between high selfmonitoring and career success 15

Self-Management: A Social Learning Model • Social Learning Theory – an individual acquires new behavior through the interplay of environmental cues and consequences and cognitive processes 16

A Social Learning Model of Self-Management Figure 5 -3 17

Covey’s Eight Habits 18

Arranging Cognitive Supports • Symbolic coding – human brain stores information in visual and verbal codes • Rehearsal – mental rehearsal of challenging tasks can increase one’s chance of success • Self-talk – set of evaluating thoughts that you give yourself about facts and events that happen to you 19

Self-Reinforcement 1. Individual must have control over desired reinforcers 2. Reinforcers must be self-administered on a conditional basis 3. Performance standards must be adopted 20

Personality Dynamics • Personality – stable and mental characteristics responsible for a person’s identity 21

The Big Five Personality Dimensions 22

Question? Which personality trait has the strongest positive correlation with job and training performance? A. Extraversion B. Conscientiousness C. Openness-to-experience D. Agreeableness 23

Personality and Job Performance • Conscientiousness has the strongest positive correlation with job and training performance • Extraversion is associated with success for managers and salespeople 24

Proactive Personality • Proactive Personality - an action-oriented person who shows initiative and perseveres to change things. 25

Locus of Control • Internal locus of control – attributing outcomes to one’s own actions • External locus of control – believing performance is the product of circumstances beyond one’s immediate control 26

How Lucky People Make Their Own Luck 1. 2. 3. 4. Maximize chance opportunities Listen to your lucky hunches Expect good fortune Turn bad luck into good 27

Humility • Humility – considering the contributions of others and good fortune when gauging one’s success 28

Attitudes • Attitude – learned predisposition to respond in a consistently favorable or unfavorable manner with respect to a given object 29

Intelligence • Intelligence – capacity for constructive thinking, reasoning, and problem solving 30

Mental Abilities 31

Two Types of Abilities 1. General mental ability needed for all cognitive tasks 2. Unique to the task at hand 32

Positive and Negative Emotions • Emotions – complex human reactions to personal achievements and setbacks that may be felt and displayed 33

Positive and Negative Emotions Figure 5 -4 34

Emotional Intelligence • Emotional Intelligence - ability to manage oneself one’s relationships in mature and constructive ways 35

Video: Federer, Inc. See BWTV discuss how Roger Federer’s approach to tennis can work in the business world. (4: 47) See also, PBS’s take on the fall of Carly Fiorina (5: 02) 36