CHAPTER THREE INDIVIDUAL DIFFERENCES AND TRAITS Individual Differences

CHAPTER THREE INDIVIDUAL DIFFERENCES AND TRAITS

Individual Differences Framework Heredity Genes Race/Ethnicity Gender Environment Culture & education Parental Influence Physical Environment INDIVIDUAL CHARATERISTICS Personality Abilities & Skills Values Leadership Style and Behaviors

The Effect Of Individual Characteristics On Behavior BEHAVIORAL RANGE Comfort Zone of Discomfort Individual characteristics Zone of Discomfort

Personality º º Psychological characteristics Stable over time and across situations A set of characteristics, rather than one trait Makes the person unique and different from others

Abilities and Skills Ø Ø Ability, or aptitude, is a stable natural talent for doing something mental or physical. A skill is an acquired talent that a person develops related to a specific task.

Values And Value System Values are long-lasting beliefs about what is worthwhile and desirable Factors that affect values include: § § § Culture Personality Gender Ethnicity Generational differences

Views of Ethics u u The relativist view of ethics suggests a belief that what is right or wrong depends on the situation or the culture. The universalist view of ethics suggests that all activities should be judged by the same standards, regardless of the situation or culture.

Components Of Emotional Intelligence Ø Self-awareness Ø Managing emotions Ø Self-motivation Ø Empathy for others Ø Interpersonal skills

Characteristics Of Creative Leaders ] Perseverance when facing obstacles ] Self-confidence ] Willingness to take risks ] Willingness to grow and openness to new experiences ] Tolerance for ambiguity

Three Categories Of Leadership Skills 1. Technical skills 2. Interpersonal skills 3. Conceptual skills

Perception, Attribution and Learning

Social Perception interpreting information about another person

Social Perception interpreting information about another person Perceiver Characteristics • Familiarity with target • Attitudes/Mood • Self-Concept • Cognitive structure

Social Perception interpreting information about another person Perceiver Characteristics • Familiarity with target • Attitudes/Mood • Self-Concept • Cognitive structure Target Characteristics • Physical appearance • Verbal communication • Nonverbal cues • Intentions

Social Perception interpreting information about another person Perceiver Characteristics • Familiarity with target • Attitudes/Mood • Self-Concept • Cognitive structure Target Characteristics • Physical appearance • Verbal communication • Nonverbal cues • Intentions Situational Characteristics • Interaction context • Strength of situational cues

The Perception Process ATTENTION • The Perceived • The Perceiver ORGANIZATION • Patterns • Schemas • Scripts PERCEPTION

Comprehending Perception We all have a different store of knowledge. We all therefore interpret the world around us differently. Understanding relies upon the speaker and his audience having the same perception of the required outcome.

Perception is a 'Learned Experience' u It is the “awareness” of the external world (or some aspect of it, through one or more of our senses and, the interpretation of these by our mind.

Understanding u Understanding is achieved by interpreting current experience using past experience as a source of reference, and establishing a context upon which to base this new information. In other words: • We are only able to understand today in terms of, and because of, our past experiences. • Yet, we also know that 'Today' is unlike 'Yesterday'. • We inherit Yesterday's patterns and need them to interpret what our senses are experiencing in the present. • These patterns are simultaneously essential and yet out of date.

How do we perceive? u u u We store a ‘model’ or memory of objects. The process of perceiving involves ‘matching’ what our senses are experiencing to one of our ‘models. ’ Perception is an active pattern-matching process. We recognize the world because of our historical store of information. We create our own unique world, our own interpretation of reality.

Barriers to Social Perception u u u Selective perception Stereotyping First-impression error Implicit personality theory Self-fulfilling prophecies Social Perception interpreting information about another person

Personality Theories Trait Theory - understand individuals by breaking down behavior patterns into observable traits Psychodynamic Theory - emphasizes the unconscious determinants of behavior Humanistic Theory - emphasizes individual growth and improvement Integrative Approach - describes personality as a composite of an individual’s psychological processes

Variables Influencing Individual Behavior The Person • skills & abilities • personality • perception • attribution • attitudes • values • ethics

Variables Influencing Individual Behavior The Person • skills & abilities • personality • perception • attribution • attitudes • values • ethics The Environment • organization • work group • job • personal life

Variables Influencing Individual Behavior The Person • skills & abilities • personality • perception • attribution • attitudes • values • ethics The Environment • organization • work group • job • personal life Behavior

Interactional Psychology Approach The Person • skills & abilities • personality • perception • attribution • attitudes • values • ethics The Environment • organization • work group • job • personal life Behavior B = f(P, E)

The “Big Five” Personality Dimensions E E Conscientiousness Extraversion/introversion E Openness to experience E Emotional stability E Agreeableness

Characteristics Of Individuals With Internal Locus Of Control | Less anxious | Set harder goals | | | Manage stress well and adapt to change More considerate of followers and less likely to use coercive power Internal CEOs select risky and innovative strategies

Characteristics Of Type A Individuals High need for control “Doing more in less and less time” Work-Related Behaviors Defining Characteristics • Time urgency • Competitiveness • Polyphasic behaviors • Hostility • Poor delegation • Likes to work alone • Jumps into action • Sets high goals • Hard work • Perceives more stress

Characteristics Of High Self-monitors ü ü Able to change behavior to match situation ü ü Able to read cues from the environment Able to cope in cross-cultural environments May be a key factor in leadership effectiveness

Four Major MBTI Types Sensation Thinkers (ST) Intuitive Thinkers (NT) Focus on hard facts Change agents Realistic, goal-oriented but Responsive to creativity can be impatient and jump but can be unreasonable and into action quickly unaware of others Sensation Feelers (SF) Practical and caring Good understanding of systems but can be reluctant to accept change Intuitive Feelers (NF) Personal charisma and commitment to others Many ideas, trouble with implementation FEELING (F) INTUITIVE (N) SENSING (S) THINKING (T)

Machiavellian Personality ~ ~ ~ High Machs are: • Skilled at controlling others • Able to perceive and resist manipulation • More successful in unstructured environments Low Machs are: • Naive and trusting Leadership is associated with moderate Mach score

Characteristics Of Leaders Who Fail * Abrasive and intimidating * Cold and arrogant * Untrustworthy * Self-centered and political * Poor performers * Unable to delegate

The Johari Window

Myers-Briggs Type Indicator u Based on Carl Jung’s work • People are fundamentally different • People are fundamentally alike • People have preference combinations for extraversion/introversion, perception, judgment u Briggs & Myers developed the MBTI to understand individual differences Take it at: http: //www. humanmetrics. com

Kiersey Temperament Sorter u u u 1. In most situations are you more deliberate than spontaneous than deliberate 2. Is it worse to be a softy hard-nosed 3. Is it better to be just merciful

Myers-Briggs Type Indicator u Introvert-Extrovert • where you derive your energy u Sensing-Intuitive • where you obtain your information u Thinking-Feeling • analysis & logic versus pleasing people u Judging-Perceiving • how you make a decision

MBTI Preferences

Each Manager Has a Particular Personality Type That Focuses Attention and Presents Strengths and Weaknesses in Dealing With Situations Psychological Focus and Types Preferences Extroversion Focuses on people and things; sociable; outgoing Introversion Focuses on thoughts and concepts; reflective; inwardly directed Strengths Weaknesses (if Overextended) Good at social interaction; enthusiastic and confident; instigates action; open and straightforward Intellectual superficiality; intrusive; lack of respect for others’ privacy; easily distracted Good at personal interaction; stays calm and focused; can concentrate intensely; develops ideas; uses discretion in talking May lose touch with outer world; keeps people at a distance; easily preoccupied

Each Manager Has a Particular Personality Type That Focuses His or Her Attention and Presents Strengths and Weaknesses in Dealing With Situations as They Arise (Cont. ) Psychological Focus and Types Preferences Strengths Weaknesses (if Overextended) Sensing Facts; data; details; concrete; reality based; present oriented Pragmatic; precise; stable; results oriented; sensible; systematic Lacks long-range outlook; may reject innovative ideas Intuitive Possibilities; hunches; speculations; theoretical ; future oriented Imaginative; conceptulizes easily; creative; intellectually tenacious; idealistic Unrealistic; out of touch; bored by routine; scattered Rational; analytical; assertive; logical; carefully weighs alternatives; firm but fair; explains thoroughly Undervalues feelings; overly analytical; insensitive; critical; judgmental Thinking Analysis; objective; logic; impersonal; justice; systematic inquiry

Each Manager Has a Particular Personality Type That Focuses His or Her Attention and Presents Strengths and Weaknesses in Dealing With Situations as They Arise (Cont. ) Psychological Focus and Types Preferences Feeling Judging Strengths Sympathy; Persuasive; empathic; subjective; humane; warm; sensitive; demonpersonal; strative and expressive; compassion; trust; loyal consideration Plan, organize, and Organized; planned; control well; persistent; settled; control one’s decisive; conscientious; life; set goals; struc- reliable tured; routine Perceiving Pending; flexible; Open minded; adaptable; curious; spontaneity; spontaneous; undertentative; let life standing; tolerant; happen; undaunted inquisitive by surprise; open to change Weaknesses (if Overextended) Overly sensitive; moody; can become emotionally overburdened Close minded; inflexible; can jump to conclusions too quickly; intolerant; judgmental Indecisive; procrastinates; unfocused; disorganized; impulsive; may collect data too long before deciding