Download Appreciating Individual Differences: Self

Chapter Five
Appreciating Individual
Differences: Self-Concept,
Personality, Emotions
McGraw-Hill/Irwin
Copyright © 2010 The McGraw-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.
• Identify and describe the Big Five personality
dimensions, specify which one is correlated most
strongly with job performance, and describe the
proactive personality.
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After reading the material in this chapter,
you should be able to:
• Explain the difference between an internal and
external locus of control.
• Identify the three components of attitudes and
discuss cognitive dissonance
• Identify at least five of Gardner’s eight multiple
intelligences, and explain “practical intelligence”
• Explain the concepts of emotional intelligence,
emotional contagion and emotional labor
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Focusing on the “Self”
• Self
- core of one’s conscious existence
• Self-concept
- a person’s self-perception as a physical,
social, spiritual being.
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Focusing on the “Self”
• Cognitions
- a person’s knowledge, opinions, or beliefs.
• Self-esteem
- Belief about one’s own self worth based on an
overall self-evaluation.
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An OB Model for
Studying Individual Differences
Figure 5-1
5-6
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
5-7
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
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Question?
Bianca, a manager for Oil Traders, Inc., has been
offered a promotion. Her preference is to work in
a culture where the correlation between selfesteem and life satisfaction is not strong. Based
on what research tells us, which of these
countries should Bianca choose?
A. Canada
B. Netherlands
C. Japan
D. New Zealand
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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
5-10
Self-Efficacy Beliefs Pave the Way
for Success or Failure
Figure 5-2
5-11
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
5-12
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
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Question?
Kevin is a high self-monitor. What advice would
you offer him, based on research?
A. Don't overdo it by turning into someone who is widely
perceived as insincere, phony, dishonest, and
untrustworthy.
B. You can bend without breaking, so try to be a bit more
accommodating while being true to your basic beliefs.
C. Don't wear out your welcome when communicating.
D. Practice reading and adjusting to non-verbal cues in
various public situations.
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Personality Dynamics
• Personality
- stable and mental characteristics responsible
for a person’s identity
5-15
The Big Five Personality Dimensions
5-16
Question?
If Clint is dependable, responsible,
achievement-oriented, and persistent, he is
demonstrating which of these Big Five
personality dimensions?
A.
B.
C.
D.
Extraversion
Emotional stability
Locus of control
Conscientiousness
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Personality and Job Performance
• Conscientiousness has the strongest
positive correlation with job and training
performance
• Extraversion is associated with success for
managers and salespeople
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Proactive Personality
• Proactive
Personality - an
action-oriented
person who shows
initiative and
perseveres to
change things.
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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
5-20
Build Your Stamina and
Get More Done
•
•
•
•
Take care of your body
Take breaks
Notice what brings on negative emotions
Cultivate positive feelings by expressing
appreciation to others
• When you can, do one thing at a time
• Set priorities to do the things that really matter
to you and express your values
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Humility
• Humility
- considering the contributions of others and
good fortune when gauging one’s success
- The silent virtue
5-22
Question?
Joe believes his past performance in college
is due to the difficulty of courses he has
taken and his bad luck in getting tough
instructors. Based on this, Joe:
A.
B.
C.
D.
has an external locus of control.
is a proactive personality.
is an extravert.
has a low degree of conscientiousness.
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The Nature of Attitudes
• Attitude
- learned predisposition to respond in a
consistently favorable or unfavorable manner
with respect to a given object
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The Nature of Attitudes
• Affective component
- the feelings or emotions one has about an
object or situation
• Cognitive component
- beliefs or ideas one has about an object or
situation
• Behavioral component
- how one intends to act or behave toward
someone or something
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When Attitudes and Reality Collide:
Cognitive Dissonance
• Cognitive dissonance
- psychological discomfort a person
experiences what his or her attitudes or beliefs
are incompatible between their attitudes and
beliefs and their behavior
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Cognitive Dissonance
How people reduce dissonance
1.Change your attitude or behavior, or both
2.Belittle the importance of the inconsistent
behavior
3.Find consonant elements that outweigh
the dissonant ones
5-27
Question?
Alexa dreads going to work each day. She
hates her job and her supervisor, but will
not take time to look for a different job. She
is experiencing ___________.
A. External locus of control
B. Cognitive dissonance
C. Internal locus of control
D. Halo error
5-28
Ajzen’s Theory of Planned Behavior
Figure 5-3
5-29
Intelligence and Cognitive Abilities
• Intelligence –
capacity for
constructive
thinking, reasoning,
and problem solving
5-30
Two Types of Abilities
1. General mental ability needed for all
cognitive tasks
2. Unique to the task at hand
5-31
Fitness Isn’t Just about Your Body
Anymore
• Expose yourself to important experiences
• Take time to play
• Study and analyze
• Try something new
• Exercise
5-32
Mental Abilities
5-33
Question?
Jimmy can remember the order preferences
of each of his clients. This the mental
ability of ________.
A. Word fluency
B. Numerical
C. Spatial
D. Memory
5-34
Positive and Negative Emotions
• Emotions
- complex human reactions to personal
achievements and setbacks that may be felt
and displayed
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Positive and Negative Emotions
Figure 5-4
5-36
Emotional Intelligence
• Emotional Intelligence
- ability to manage oneself one’s relationships
in mature and constructive ways
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Question?
Dave is not very patient with restaurant
service and will often complain loudly if
things don’t go as expected. He is not very
high in __________.
A. Aggressiveness
B. Positive affectivity
C. Emotional intelligence
D. Behavioral attitude
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Supplemental Slides
• Slides 40-45 contain extra non-text
examples to integrate and enhance
instructor lectures
- Slide 40: Self Efficacy
- Slides 41: Work Applications of Self-Efficacy
- Slide 42: Practical Tips for Building On-the-Job SelfEsteem
- Slide 43: The Dark Side of Self-Monitoring
- Slide 44-45: Video discussion slide
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Self-Efficacy
See an article on selfefficacy by Judge and
Bono
5-40
Work Applications of Self-Efficacy
• Recruiting/Selection/job assignments
- What questions would you ask to determine
one’s self-efficacy for performing the job well?
• Job design
- Are challenging or boring tasks more likely to
improve one’s self efficacy?
• Training and development
- How do training and development programs
develop self-efficacy?
5-41
Practical Tips for Building On-the-Job
Self-Esteem
• Be supportive by showing concern for personal
problems, interests, status, and contributions
• Offer work involving variety, autonomy, and
challenges that suit the individual’s values, skills,
and abilities
• Strive for management-employee cohesiveness
and build trust
• Have faith in each employee’s self-management
ability
5-42
The Dark Side of Self-Monitoring
• Frank Abignale stole $21 million
in fraudulent checks; after
serving prison time has helped
the FBI
• “When I talk to people about
con-artists,” Abnigale writes,
“they always ask me, ‘Well is
there a certain type of person to
beware of?’ It’s been my
experience, on both sides of the
law, that there is no profile of
who’s a con artist or forger.”
• But there is this
common trait: “There’s
this thing they always
say about con men:
They live a chameleon
existence. That was
certainly true for me.
I’d find myself in an
unfamiliar situation,
and I’d quickly adapt.”
5-43
Video: Toying with Success: The
McFarlane Companies
• What personality traits do entrepreneurs like Todd
McFarlane possess that distinguish them from other
individuals? Do you think McFarlane has an internal or
external locus of control?
• What cognitive abilities do you think contributed most to
McFarlane’s success?
• Why is the development of new products such as sports
figures critical to the McFarlane Companies?
• How important are self-efficacy beliefs and intelligence in
the creative process that leads to new products concepts?
5-44
Video Case: Generation Next
Changes the Face of the Workplace
• What characteristics of Generation Y employees
are so different from Generation X or Baby
Boomer employees?
• How much responsibility for change should the
organization take on and how much should the
workers?
• What programs have you seen in the workplace
today that are designed to address these issues?
Do most employers recognize this as an
important issue?
5-45