Download Individual Behavior

Leadership
- Individual Behavior -
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Individuals in the Organization
● Psychological contract
– Set of expectations about what a person will give and
get
– Contributions – what the person gives
– Inducements – what the org offers/provides
 Tangible and intangible, examples?
– If there’s a perceived imbalance, one side will initiate
a change
● Person-job fit
– Consider individual differences
– Perceived values change over time (e.g. promotion)
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Personality Types
Myers - Briggs
● Based on Carl Jung
● Differentiates on 4 dimensions
– Extraversion/Intraversion
– Sensing/Intuition
– Thinking/Feeling
– Judging/Perceiving
● Very popular tool
● Used for career advising
● Take the test
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Other Personality Traits
● Locus of control
– Degree one believes that their behavior has
effect on what happens to them
● Self-efficacy
– Belief about one’s capabilities to do the work
● Machiavellianism
– Behavior aimed at gaining power and control
● Self-esteem
– Extent to which one believes one is worthwhile
● Risk propensity
– Willingness to take risks
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Emotional Intelligence, EQ
● Emotional vs. Intelligence Quotient
● Measures
– Self-awareness
– Managing emotions
– Self motivation
– Empathy
– Social skills
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Attitudes and Behavior
● Components
– Affective
 Feelings and emotions towards a situation
 “I don’t like…”
– Cognitive
 Attitude derived from knowledge of situation
 “This is the worst…”
– Intentional
 Expected behavior in the situation
 “I will never…”, “I’m going to …”
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Attitudes and Behavior
● Cognitive dissonance
– When one has conflicting pieces of “knowledge”
 E.g. World will end but it doesn’t
– One then works to reduce the dissonance
● Positive affectivity
– Tendency to be positive
– “glass half full” person
● Negative affectivity
– Tendency to be negative
– “glass half empty” person
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Perception and Behavior
● Selective perception
– Bias in perceiving
● Stereotyping
– Labeling people based upon one attribute
● Attribution
– Attributing causes to behavior
● Halo Effect
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Personality Types
● Type A – extremely competitive, high urgency
● Type B – less competitive, less urgency
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Stress
● Causes
– Task demands
– Role demands
– Physical demands
– Interpersonal demands
● Body’s reaction
– Fight or flight
● Consequences
– Physical and emotional
– Burnout
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Creativity
● Creative process
– Preparation
– Incubation
– Insight
 Bed, bath, bus
● Many businesses look to cultivate creativity
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Workplace Behaviors
● Performance behaviors
– What company expects employees to display
– E.g. produce N parts, develop new technology
● Withdrawal behaviors
– Absenteeism
– Turnover
– “Retired but forgot to tell the company”
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