Personality

BIG 5 Personality Traits

Openness to experiences

 Openness is the degree to which a person is curious, original, intellectual,

creative, and open to new ideas. People high in openness seem to thrive in
situations that require flexibility and learning new things. They are highly
motivated to learn new skills, and they do well in training settings They also
have an advantage when they enter into a new organization. Their open-
mindedness leads them to seek a lot of information and feedback about how
they are doing and to build relationships, which leads to quicker adjustment
to the new job When given support, they tend to be creative Open people are
highly adaptable to change, and teams that experience unforeseen changes in
their tasks do well if they are populated with people high in openness
Conscientiousness

 Conscientiousness refers to the degree to which a person is organized,

systematic, punctual, achievement-oriented, and dependable. Conscientiousness
is the one personality trait that uniformly predicts how high a person’s
performance will be across a variety of occupations and jobs In fact,
conscientiousness is the trait most desired by recruiters, and highly conscientious
applicants tend to succeed in interviews Once they are hired, conscientious people
not only tend to perform well, but they also have higher levels of motivation to
perform, lower levels of turnover, lower levels of absenteeism, and higher levels
of safety performance at work One’s conscientiousness is related to career success
and career satisfaction over time Finally, it seems that conscientiousness is a
valuable trait for entrepreneurs. Highly conscientious people are more likely to
start their own business compared with those who are not conscientious, and their
firms have longer survival rates A potential downside is that highly conscientious
individuals can be detail-oriented rather than seeing the big picture.
Extraversion

 Extraversion is the degree to which a person is outgoing, talkative, sociable, and

enjoys socializing. One of the established findings is that they tend to be effective in
jobs involving sales Moreover, they tend to be effective as managers and they
demonstrate inspirational leadership behaviors extraverts do well in social situations,
and, as a result, they tend to be effective in job interviews. Part of this success
comes from preparation, as they are likely to use their social network to prepare for
the interview Extraverts have an easier time than introverts do when adjusting to a
new job. They actively seek information and feedback and build effective
relationships, which helps them adjust Interestingly, extraverts are also found to be
happier at work, which may be because of the relationships they build with the people
around them and their easier adjustment to a new job However, they do not
necessarily perform well in all jobs; jobs depriving them of social interaction may be a
poor fit. Moreover, they are not necessarily model employees. For example, they tend
to have higher levels of absenteeism at work, potentially because they may miss work
to hang out with or attend to the needs of their friends
Agreeableness

 Agreeableness is the degree to which a person is affable, tolerant, sensitive,

trusting, kind, and warm. In other words, people who are high in
agreeableness are likeable people who get along with others. Not surprisingly,
agreeable people help others at work consistently; this helping behaviour
does not depend on their good mood They are also less likely to retaliate
when other people treat them unfairly This may reflect their ability to show
empathy and to give people the benefit of the doubt. Agreeable people may
be a valuable addition to their teams and may be effective leaders because
they create a fair environment when they are in leadership positions At the
other end of the spectrum, people low in agreeableness are less likely to
show these positive behaviours.
Neuroticism
 Neuroticism refers to the degree to which a person is anxious, irritable, temperamental, and
moody. It is perhaps the only Big Five dimension where scoring high is undesirable. Neurotic
people have a tendency to have emotional adjustment problems and habitually experience
stress and depression. People very high in Neuroticism experience a number of problems at
work. For example, they have trouble forming and maintaining relationships and are less likely
to be someone people go to for advice and friendship They tend to be habitually unhappy in
their jobs and report high intentions to leave, but they do not necessarily actually leave their
jobs Being high in Neuroticism seems to be harmful to one’s career, as these employees have
lower levels of career success (measured with income and occupational status achieved in one’s
career). Finally, if they achieve managerial jobs, they tend to create an unfair climate at work
Myers – Briggs Type Indicator (MBTI)

 Myers-Briggs theory was developed by the mother-daughter partnership of

Katharine Briggs and Isabel Briggs Myers
Emotions and MOODS

 Moods are different from emotions in three main respects.

First, moods tend to be much more long-lasting, going for hours or days,
whereas an emotion may only last minutes. Second, emotions are about
something specific, such as a person or situation, but moods are much more
diffuse with no identifiable object.
Sources of Emotions

 Personality
 Weather
 Stress
 Social activities
 Sleep
 Exercise
 Age
 Gender
Emotions in the Workplace

 Have you ever felt frustrated at work but concealed your emotions because
you needed to act in a professional manner? If so, you, and likely everyone
else on this planet, can agree that it can be challenging. Showing one
emotion when in fact you're feeling something entirely different is a common
practice in the workplace and, frankly, a necessary part of any job. There is
no question that managing emotions can improve work performance but, in
order to do so, we first need to understand what felt and displayed emotions
are and how these can be different between the genders.
Felt Emotions

 Felt emotions are defined simply as the emotions that a person actually

feels. They are innate. For example, imagine that you're at a meeting and
your boss announces that you have won the employee of the month award.
Awesome, right? Where's the raise? But, in all seriousness, your felt emotions,
what you truly feel, might be happiness and surprise. On the other hand, if
you were expecting to win this award but did not, then your felt emotions
might be sadness or anger.
Displayed Emotions

 Displayed emotions are defined as the emotions that a person displays

because it's expected or required for their job. In other words, these are
emotions that you would show outwardly in order to act appropriately at
work. It's important to note that displayed emotions are learned and not
innate. Using the same example as before, even though you might be angry or
sad that you didn't win the employee of the month award, you smile, act
happy, and congratulate your coworker for winning it instead of frowning and
acting mopey. Here your displayed emotion is happiness, even though you
actually feel sad or angry.
Emotional Dissonance

 Oftentimes in the workplace, felt and displayed emotions are

different. Emotional dissonance is when a person feels one emotion but
conveys a different emotion, and this can negatively impact work
performance. Emotional dissonance can manifest itself in two different ways:
surface acting and deep acting. Surface acting is the concept of having to
show an emotion even when you don't truly feel that way. For example, you
might fake a smile when you're really feeling sad. Deep acting, however, is
trying to feel the emotion that you're expected to convey, meaning that
you're trying to empathize with the situation rather than masking or hiding
your emotions. For example, you would be deep acting if you really tried to
make yourself feel happy for your co-worker who won the employee of the
month prize.
Emotional Intelligence

 Emotional intelligence (otherwise known as emotional quotient or EQ) is the

ability to understand, use, and manage your own emotions in positive ways to
relieve stress, communicate effectively, empathize with others, overcome
challenges and defuse conflict.
Emotional Intelligence in the Workplace

 Here are some examples of what emotional intelligence in the workplace

looks like:
 People express themselves openly and respectfully without fear of offending
coworkers.
 Resilience is evident when new initiatives are introduced.
 Employees spend time together outside of work.
 Active listening in meetings is the norm.
High Emotional Intelligence in Leadership

 Different emotions and moods serve different types of leadership situations.

Developing a vision for an organization is a creative process. Positive affect
enables the initiation of higher abilities for the utilization of creativity. Being
able to communicate that vision to employees effectively is another use for 
emotional intelligence in leadership.

 generating and maintaining enthusiasm, confidence, and optimism as well as

fostering cooperation and trust
 encouraging flexibility in decision making and embracing change
 establishing and maintaining a more profound, meaningful identity for the
organization
Thank You
-Prof.Manjushri Yadav