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    The Big Five

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    Baber Ali
    The document discusses personality traits that can influence a manager's behavior and effectiveness. It describes the Big Five personality traits of extraversion, negative affectivity, agreeableness, conscientiousness, and openness to experience. Other traits discussed are internal vs. external locus of control, self-esteem, need for achievement, need for affiliation, and need for power. No single trait guarantees managerial effectiveness, which depends on the interaction between traits and job/organizational characteristics.

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    The Big Five

    Uploaded by

    Baber Ali
    41 views20 pages
    The document discusses personality traits that can influence a manager's behavior and effectiveness. It describes the Big Five personality traits of extraversion, negative affectivity, agreeableness, conscientiousness, and openness to experience. Other traits discussed are internal vs. external locus of control, self-esteem, need for achievement, need for affiliation, and need for power. No single trait guarantees managerial effectiveness, which depends on the interaction between traits and job/organizational characteristics.

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    The big Five types

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    The document discusses personality traits that can influence a manager's behavior and effectiveness. It describes the Big Five personality traits of extraversion, negative affectivity, agreeableness, conscientiousness, and openness to experience. Other traits discussed are internal vs. external locus of control, self-esteem, need for achievement, need for affiliation, and need for power. No single trait guarantees managerial effectiveness, which depends on the interaction between traits and job/organizational characteristics.

    Copyright:

    © All Rights Reserved
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    41 views20 pages

    The Big Five

    Uploaded by

    Baber Ali
    The document discusses personality traits that can influence a manager's behavior and effectiveness. It describes the Big Five personality traits of extraversion, negative affectivity, agreeableness, conscientiousness, and openness to experience. Other traits discussed are internal vs. external locus of control, self-esteem, need for achievement, need for affiliation, and need for power. No single trait guarantees managerial effectiveness, which depends on the interaction between traits and job/organizational characteristics.

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    You are on page 1of 20

    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

    3-1
    Big Five Personality Traits

    Figure 3.1

    3-2
    Manager’s and Traits

    • No single trait is right or wrong for being


    an effective manager
    • 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

    3-3
    Manager’s and Traits

    Personality traits that


    enhance managerial
    effectiveness in one
    situation may
    actually impair it in
    another

    3-4
    Big Five Personality Traits

    Extraversion – tendency to
    experience positive emotions and
    moods and feel good about oneself
    and the rest of the world

    3-5
    Big Five Personality Traits

    • Managers high in extraversion tend to


    be sociable, affectionate, outgoing and
    friendly

    • Managers low in extraversion tend to be


    less inclined toward social interaction
    and have a less positive outlook

    3-6
    Big Five Personality Traits

    Negative affectivity – tendency to


    experience negative emotions and
    moods, feel distressed, and be critical of
    oneself and others

    3-7
    Big Five Personality Traits

    • Managers high in negative affectivity may often


    feel angry and dissatisfied and complain about
    their own and others’ lack of progress

    • Managers who are low in negative affectivity do


    not tend to experience many negative emotions
    and moods and are less pessimistic and critical
    of themselves and others

    3-8
    Big Five Personality Traits

    Agreeableness –
    tendency to get
    along well with
    others

    3-9
    Big Five Personality Traits

    • Managers high in agreeableness are


    likable, affectionate and care about
    others

    • Managers with low agreeableness may


    be distrustful, unsympathetic,
    uncooperative and antagonistic

    3-10
    Big Five Personality Traits

    Conscientiousness –
    tendency to be
    careful, scrupulous,
    and persevering

    3-11
    Big Five Personality Traits

    • Managers high in this trait are organized


    and self-disciplined

    • Managers low in this trait lack direction


    and self-discipline

    3-12
    Big Five Personality Traits

    Openness to Experience – tendency to be


    original, have broad interests, be open to
    a wide range of stimuli, be daring and
    take risks

    3-13
    Big Five Personality Traits

    • Managers who are high in openness to


    experience may be especially likely to
    take risks and be innovative in their
    planning and decision making

    • Managers who are low in this trait may be


    less prone to take risks and be more
    conservative in their planning and
    decision making

    3-14
    Other Personality Traits

    Internal locus of control


     Belief that you are responsible for your
    own fate
     Own actions and behaviors are major
    and decisive determinants of job
    outcomes

    3-15
    Other Personality Traits

    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

    3-16
    Other Personality Traits

    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.

    3-17
    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

    3-18
    Other Personality Traits

    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

    3-19
    Other Personality Traits

    Need for Power


    – The extent to which an individual desires to
    control or influence
    others

    3-20

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