chapter three

Values, Attitudes,
Emotions, and Culture:
The Manager as a Person
 Learning Objectives

• Describe the various personality traits that

affect how managers think, feel, and
behave
• Explain what values and attitudes are and
describe their impact on managerial action
• Appreciate how moods and emotions
influence all members of an organization

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McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.
 Learning Objectives

• Describe the nature of emotional

intelligence and its role in management
• Define organizational culture and explain
how managers both create and are
influenced by organizational culture

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 Personality Traits

Particular tendencies to feel, think, and act

in certain ways that can be used to
describe the personality of every
individual
Manager’s personalities influence their
behavior and approach to managing
people and resources

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Big Five Personality Traits

Figure 3.1

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 Manager’s and Traits

• No single trait is right or wrong for being

an effective manager
• Effectiveness is determined by a
complex interaction between the
characteristics of managers and the
nature of the job and organization in
which they are working

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 Manager’s and Traits

Personality traits that

enhance managerial
effectiveness in one
situation may
actually impair it in
another

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 Big Five Personality Traits

Extraversion – tendency to
experience positive emotions and
moods and feel good about oneself
and the rest of the world

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 Big Five Personality Traits

• Managers high in extraversion tend to

be sociable, affectionate, outgoing and
friendly

• Managers low in extraversion tend to be

less inclined toward social interaction
and have a less positive outlook

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Measures

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 Big Five Personality Traits

Negative affectivity – tendency to

experience negative emotions and
moods, feel distressed, and be critical of
oneself and others

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 Big Five Personality Traits

• Managers high in negative affectivity may often

feel angry and dissatisfied and complain about
their own and others’ lack of progress

• Managers who are low in negative affectivity do

not tend to experience many negative emotions
and moods and are less pessimistic and critical
of themselves and others

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Measure of Negative Affectivity

Figure 3.3

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 Big Five Personality Traits

Agreeableness –
tendency to get
along well with
others

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 Big Five Personality Traits

• Managers high in agreeableness are

likable, affectionate and care about
others

• Managers with low agreeableness may

be distrustful, unsympathetic,
uncooperative and antagonistic

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Big Five Personality Traits

Conscientiousness –
tendency to be
careful, scrupulous,
and persevering

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 Big Five Personality Traits

• Managers high in this trait are organized

and self-disciplined

• Managers low in this trait lack direction

and self-discipline

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 Big Five Personality Traits

Openness to Experience – tendency to be

original, have broad interests, be open to
a wide range of stimuli, be daring and
take risks

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 Big Five Personality Traits

• Managers who are high in openness to

experience may be especially likely to
take risks and be innovative in their
planning and decision making

• Managers who are low in this trait may be

less prone to take risks and be more
conservative in their planning and
decision making

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 Other Personality Traits

Internal locus of control

 Belief that you are responsible for your
own fate
 Own actions and behaviors are major
and decisive determinants of job
outcomes

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 Other Personality Traits

External locus of control

 Believe that outside forces are
responsible for what happens to and
around them
 Do not think their own actions make
much of a difference

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 Other Personality Traits

Self-Esteem
– The degree to which people feel good about
themselves and their abilities
• High self-esteem causes a person to feel
competent, deserving and capable.
• Persons with low self-esteem have poor
opinions of themselves and are unsure
about their capabilities.

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 Other Personality Traits

Need for Achievement

– The extent to which an individual has a
strong desire to perform challenging tasks
well and meet personal standards for
excellence

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 Other Personality Traits

Need for Affiliation

– The extent to which an individual is
concerned about establishing and
maintaining good interpersonal relations,
being liked, and having other people get
along

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 Other Personality Traits

Need for Power

– The extent to which an individual desires to
control or influence
others

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 Values, Attitudes, and
Moods and Emotions
• Values
– Describe what managers try to achieve through
work and how they think they should behave
• Attitudes
– Capture managers’ thoughts and feelings
about their specific jobs and organizations.
• Moods and Emotions
– Encompass how managers actually feel when
they are managing

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 Values

• Terminal Values
– A personal conviction about life-long goals
• Instrumental Values
– A personal conviction about desired modes
of conduct or ways of behaving

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 Values

• Value System
– What a person is
striving to achieve
in life and how they
want to behave

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Terminal and
Instrumental
Values

Source: Rokeach,
The Nature of Human
Values (New York:
Free Press, 1973).

Figure 3.4

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 Attitudes

• Attitude
– A collection of feelings and beliefs
• Job Satisfaction
• Organizational Commitment

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 Attitudes

• Job Satisfaction
– A collection of feelings and beliefs that
managers have about their current jobs.
• Managers high on job satisfaction have a
positive view of their jobs.
• Levels of job satisfaction tend increase as
managers move up in the hierarchy in an
organization.

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Sample
Items from
Two
Measures of
Satisfaction

Source: R.B. Dunham and J. B.

Herman, “ Development of a
Female Face Scale for
Measuring Job Satisfaction.”
Journal of Applied Psychology
60 (1975): 629–31.
Figure 3.5
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 Attitudes

• Organizational Citizenship Behaviors

– Behaviors that are not required of
organizational members but that help the
firm in gaining a competitive advantage.

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 Attitudes

• Managers with high satisfaction are

more likely perform these “above and
beyond the call of duty” behaviors.

• Managers who are satisfied with their

jobs are less likely to quit

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 Attitudes

• Organizational Commitment
– The collection of feelings and beliefs that
managers have about their organization as
a whole

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 Organizational Commitment

• Believe in what their organizations are

doing
• Proud of what their organizations stand for
• More likely to go above and beyond the call
of duty
• Less likely to quit

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A Measure of
Organizational
Commitment

Source: L. W. Porter and F. J.

Smith, “Organizational
Commitment Questionnaire,” in
J. D. Cook, S. J. Hepworth, T.
D. Wall, and P. B. Warr, eds.,
The Experience of Work: A
Compendium and Review of
249 Measures and Their Use
(New York: Academic Press,
1981), 84–86.
Figure 3.6
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 Moods and Emotions

• Mood
– A feeling or state of mind
• Positive moods provide excitement, elation, and
enthusiasm.
• Negative moods lead to fear, distress, and
nervousness.

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 A Measure of Positive and Negative Mood at
Work

Source: A. P. Brief, M. J. Burke, J. M. George, B. Robinson, and J. Webster, “ Should Negative Affectivity Remain
an Unmeasured Variable in the Study of Job Stress?” Journal of Applied Psychology 73 (1988): 193–98. Figure 3.6
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 Emotional Intelligence

• Emotional Intelligence
– The ability to understand and manage one’s
own moods and emotions and the moods
and emotions of other people.
• Helps managers carry out their
interpersonal roles of figurehead, leader,
and liaison.

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 Emotional Intelligence

• Managers with a high level of emotional

intelligence are more likely to understand
how they are feeling and why
• More able to effectively manage their
feelings so that they do not get in the
way of effective decision-making

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 Organizational Culture

Shared set of beliefs, expectations, values,

norms, and work routines that influence
how members of an organization relate
to one another and work together to
achieve organizational goals

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 Organizational Culture

• When organizational members share an

intense commitment to cultural values,
beliefs, and routines a strong
organizational culture exists
• When members are not committed to a
shared set of values, beliefs, and
routines, organizational culture is weak

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 Organizational Culture

Attraction-Selection-Attrition Framework
– A model that explains the role that founders’
personal characteristics play in determining
organizational culture.
• Founders of firms tend to hire employees whose
personalities that are to their own, which may or
may not benefit the organization over the long-
term.

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 Role of Values and Norms

• Terminal values – signify what an

organization and its employees are
trying to accomplish
• Instrumental values – guide the ways in
which the organization and its members
achieve organizational goals

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 Role of Values and Norms

Managers determine and shape

organizational culture through the kinds
of values and norms they promote in an
organization

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Factors Affecting Organizational
Culture

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 Socialization

Organizational socialization – process by

which newcomer’s learn an
organization’s values and norms and
acquire the work behaviors necessary to
perform jobs effectively

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 Ceremonies and Rites

• Formal events that recognize incidents

of importance to the
organization as a
whole and to
specific employees

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 Ceremonies and Rites

• Rites of passage – determine how individuals

enter, advance within, or leave the organization
• Rites of integration – build and reinforce
common bonds among organizational
members
• Rites of enhancement – let organizations
publicly recognize and reward employees’
contributions and thus strengthen their
commitment to organizational values

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 Stories and Language

• Communicate organizational culture

• Stories reveal behaviors that are valued
by the organization
• Includes how people dress, the offices
they occupy, the cars they drive, and the
degree of formality they use when they
address one another

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