5
Chapter



From Self-Concept to
Self-Management
Personality:
Concepts and
Controversy
Emotions: An
Emerging OB Topic
Individual Differences:
Self-Concept,
Personality &
Emotions
Self-concept
 Cognitions
held about oneself as a physical,
social, spiritual, or moral being
 Self-esteem – one’s overall self-evaluation
 Self-efficacy – belief about one’s chances
of successfully accomplishing a task
 General
 Specific
 Self-fulfilling
prophecy
Research shows
 Self-concept
 Varies
by historical era, class, culture
 Self-esteem – moderately related to life satisfaction
– negative self-view, trouble dealing with
others, self-doubt
 High
 Low
 Self-efficacy
– learned helplessness
 High - success
 Low
5-7
Figure 5-2
Effects of High Self-Efficacy
Sources of Self-Efficacy
Beliefs
Feedback
Behavioral Patterns
Results
 Be active—select best
Prior
Experience
opportunities
High
“I know I
can do this job”
Prior
Experience
 Manage the situation—
avoid or neutralize
Success
obstacles
 Set goals—establish
standards
 Plan, prepare, practice
Prior
Experience
Self-efficacy
beliefs
 Try hard: persevere
 Creatively solve
problems
 Learn from setbacks
 Visualize success
Prior
Experience
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 Limit Stress
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5-8
Effects of Low Self-Efficacy
Sources of Self-Efficacy
Beliefs
Feedback
Prior
Experience
Prior
Experience
Self-efficacy
beliefs
Prior
Experience
Prior
Experience
McGraw-Hill
Low
“I don’t think
I can get the job
done”
Behavioral Patterns
 Be passive
 Avoid difficult tasks
 Develop weak
aspirations and low
commitment
 Focus on personal
deficiencies
 Don’t even try—make
a weak effort
 Quit or become
discouraged because
of setbacks
 Blame setbacks on
lack of ability or bad
luck
 Worry, experience
stress, become
depressed
 Think of excuses for
failing
Figure
5-2 cont.
Results
Failure
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5-9
Managers can foster self-efficacy through:
1)
2)
3)
4)
5)
6)
7)
8)
McGraw-Hill
Recruiting/selection/job assignments
Job design
Training and development
Self-management
Goal setting and quality improvement
Coaching
Leadership and mentoring
Rewards
© 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Self-monitoring
 Extent
to which one observes own behavior, reads
and adapts to social cues
 Low – lack ability or motivation present desired
appearance

Insensitive
– have ability and desire to present desired
appearance
 High
Insincere
 Positively related to career success, conversationalism,
leadership, performance in boundary-spanning
positions

Organizational Identification
Integration
of beliefs about one’s
organization into one’s identity
Can lead to loyalty, commitment,
higher performance
Can lead to loss of objectivity,
groupthink, lack of constructive conflict
Personality
The
combination of stable physical and
mental characteristics that give the
individual her or his identity
Interaction of environment (nurture)
and genetics (nature)
Trait
Research into personality testing at
work shows
 Questionable
predictive ability due to doubtful
 Doubtful
predictive validity
 Doubtful differential validity
 Doubtful construct validity

Negatively impacted by faking
 Validity
can be improved
5-13
Table 5-3
The Big Five Personality Dimensions
Personality Dimension
Characteristics of a Person Scoring
Positively on the Dimension
1) Extraversion
Outgoing, talkative, social, assertive
(promotions, salary, career satisfaction)
2) Agreeableness
Trusting, good natured, cooperative, soft
hearted
3) Conscientiousness
Dependable, responsible, achievement,
oriented, persistent
(job performance, longevity)
Relaxed, secure, unworried
4) Emotional stability
5) Openness to experience
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Intellectual, imaginative, curious, broad
minded
(school success)
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Research into Big 5 shows
Valid
personality measure
O moderately related to school
performance
C moderately to strongly related to job
performance
C moderately related to longevity
Proactive Personalities are Valued
Human Capital
5-14
Proactive Personality
action-oriented person
who shows initiative
and perseveres to
change things
McGraw-Hill
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5-15
Locus of Control

External Locus of
Control one’s life outcomes
attributed to environmental
factors such
as luck or fate
McGraw-Hill

Internal Locus of Control
belief that one controls key events
and consequences in one’s life.
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5-16
Figure 5-4
Positive and Negative Emotions
Negative
Emotions
Positive Emotions
Anger
(goal incongruent)
Happiness
/Joy
Fright/
anxiety
Pride
Guilt/
shame
Love/affection
Sadness
Envy/
jealousy
Disgust
McGraw-Hill
(goal congruent)
Relief
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5-17
Emotional Intelligence
 Emotional
Intelligence ability to
manage oneself and
interact with others in a
constructive way
McGraw-Hill
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5-18
Table 5-5
Developing Personal and Social Competence through Emotional
Intelligence
Personal Competence:
Self-Management
Self-Awareness



Emotional self-awareness
Accurate self-assessment
Self-confidence





McGraw-Hill
Emotional self-control
Transparency
Achievement
Initiative
Optimism
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5-19
Table 5-5 cont.
Developing Personal and Social Competence through Emotional
Intelligence
Social Competence:
Social Awareness



Empathy
Organizational awareness
Service
Relationship
Management







McGraw-Hill
Inspirational leadership
Influence
Developing others
Change catalyst
Conflict management
Building bonds
Teamwork and collaboration
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5-20
Practical OB Research Insights about Emotions
 EI differentially impacts managers and workers
 Genders experience emotions similarly but express
them differently
 EI
tests have questionable validity
 Emotional Contagion people can “catch” one
another’s bad mood or displayed negative emotions
 Emotional
Labor when an employee masks their true
feelings and emotions--“faking” a positive attitude for
the sake of the customer or organization
 Can lead to bottled up anger and frustration
 Emotional repression can lead to emotional
exhaustion and burnout
McGraw-Hill
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5-22
Type A and Type B personalities


McGraw-Hill
Figure 5-6 cont.
Type A
 Intense desire to achieve
 Extremely competitive
 Sense of urgency
 Can be hostile
Type B
 Relaxed
 Patient
 Feel no need to display or
discuss achievements
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5-24
Figure 5-6 cont.
Research shows

Type A



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

Type B

McGraw-Hill
Related to heart disease
Work more hours
Often make poor decisions
More likely to be involved in
conflict
Not good team players
Tend to achieve career goals
© 2004 The McGraw-Hill Companies, Inc. All rights reserved.