Slides week 9
- 1. Manager as a person Week 9 – Chapter 3
- 2. 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 • Describe the nature of emotional intelligence and its role in management
- 3. Exercise - Psychological tests • Big 5 personality traits • Locus of control • Self-Esteem • Needs for Achievement, Affiliation, Power • Positive/Negative mood • Emotional intelligence
- 4. 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 • No single trait is right or wrong for being an effective manager • Personality traits that enhance managerial effectiveness in one situation may actually impair it in another • 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
- 6. Big Five Personality Traits • Extraversion – tendency to experience positive emotions and be social • high: affectionate, outgoing, and friendly • low: less inclined toward social interaction and have a less positive outlook • Negative affectivity – tendency to experience negative emotions and moods, feel distressed, and be critical of oneself and others • high: often feel angry and dissatisfied and complain about their own and others’ lack of progress • low: do not tend to experience many negative emotions and moods and are less pessimistic and critical of themselves and others
- 7. Big Five Personality Traits • Agreeableness – tendency to get along well with others • high: likable, affectionate and care about others • low: distrustful, unsympathetic, uncooperative and antagonistic • Conscientiousness – tendency to be careful and persevering • high: organized and self-disciplined • low: lack direction and self-discipline • Openness to Experience – tendency to be original, have broad interests, and take risks • high: take risks and be innovative in their planning and decision making • low: less take risks and be more conservative
- 8. Other Personality Traits • Internal locus of control - Belief that you are responsible for your own fate and outcomes • 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 • 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
- 9. 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 • 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 • Need for Power - The extent to which an individual desires to control or influence others
- 10. Values, Attitudes, and Moods and Emotions • Values - Describe what managers believe is important and what they want to achieve through work • Attitudes - Capture managers’ thoughts and feelings about their jobs and organizations • Moods and Emotions - Encompass how managers feel • Moods tend to last longer, Emotions tend to be caused by specific events.
- 11. Attitudes • Attitude - A collection of feelings and beliefs • 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 • Organizational Commitment - The collection of feelings and beliefs that managers have about their organization as a whole • Believe in what their organizations are doing • Proud of what their organizations stand for
- 12. Attitudes • Organizational Citizenship Behaviors - Behaviors that are not required of organizational members but that help the firm in gaining a competitive advantage • Managers with high satisfaction / high commitment are more likely perform these “above and beyond the call of duty” behaviors. • Managers who are satisfied with their jobs / committed to their organization are less likely to quit • Counterproductive work behavior: intentional employee behavior that is harmful to the legitimate interests of an organization
- 13. 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. • 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. • 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