Chapter 4

Personality and
Emotions

ORGANIZATIONAL BEHAVIOR
S T E P H E N P. R O B B I N S
E L E V E N T H E D I T I O N
© 2005 Prentice Hall Inc. WWW.PRENHALL.COM/ROBBINS PowerPoint Presentation
All rights reserved. by Charlie Cook
 What is Personality?

Personality
The sum total of ways in which an individual reacts
and interacts with others.

Personality Traits
Enduring characteristics Personality
that describe an Determinants
individual’s behavior. • Heredity
• Environment
• Situation

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 The Myers-Briggs Type Indicator

Myers-Briggs Type Indicator (MBTI)

A personality test that taps four characteristics and
classifies people into 1 of 16 personality types.

Personality Types
• Extroverted vs. Introverted (E or I)
• Sensing vs. Intuitive (S or N)
• Thinking vs. Feeling (T or F)
• Judging vs. Perceiving (P or J)

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 Myers-
Briggs
Sixteen
Primary
Traits

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 The Big Five Model of Personality Dimensions

Extroversion
Sociable, gregarious, and assertive

Agreeableness
Good-natured, cooperative, and trusting.

Conscientiousness
Responsible, dependable, persistent, and organized.

Emotional Stability
Calm, self-confident, secure (positive) versus nervous, depressed,
and insecure (negative).

Openness to Experience
Imaginativeness, artistic, sensitivity, and intellectualism.

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 Major Personality Attributes Influencing OB
 Locus of control
 Machiavellianism
 Self-esteem
 Self-monitoring
 Risk taking
 Type A personality

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 Locus of Control

Locus of Control
The degree to which people believe they
are masters of their own fate.

Internals
Individuals who believe that they
control what happens to them.

Externals
Individuals who believe that
what happens to them is
controlled by outside forces
such as luck or chance.

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 Machiavellianism

Machiavellianism (Mach)
Degree to which an individual is pragmatic,
maintains emotional distance, and believes
that ends can justify means.

Conditions Favoring High Machs

• Direct interaction
• Minimal rules and regulations
• Emotions distract for others

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 Self-Esteem and Self-Monitoring

Self-Esteem (SE)
Individuals’ degree of liking
or disliking themselves.

Self-Monitoring
A personality trait that measures
an individuals ability to adjust
his or her behavior to external,
situational factors.

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 Risk-Taking
 High Risk-taking Managers
– Make quicker decisions
– Use less information to make decisions
– Operate in smaller and more entrepreneurial
organizations
 Low Risk-taking Managers
– Are slower to make decisions
– Require more information before making decisions
– Exist in larger organizations with stable environments
 Risk Propensity
– Aligning managers’ risk-taking propensity to job
requirements should be beneficial to organizations.

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 Personality Types
Type A’s
1. are always moving, walking, and eating rapidly;
2. feel impatient with the rate at which most events take place;
3. strive to think or do two or more things at once;
4. cannot cope with leisure time;
5. are obsessed with numbers, measuring their success in
terms of how many or how much of everything they acquire.

Type B’s
1. never suffer from a sense of time urgency with its
accompanying impatience;
2. feel no need to display or discuss either their achievements
or accomplishments;
3. play for fun and relaxation, rather than to exhibit their
superiority at any cost;
4. can relax without guilt.
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 Personality Types

Proactive Personality
Identifies opportunities,
shows initiative, takes
action, and perseveres
until meaningful change
occurs.
Creates positive change
in the environment,
regardless or even in
spite of constraints or
obstacles.

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 Achieving Person-Job Fit

Personality-Job Fit
Theory (Holland)
Personality Types
Identifies six personality
types and proposes that • Realistic
the fit between personality • Investigative
type and occupational
• Social
environment determines
satisfaction and turnover. • Conventional
• Enterprising
• Artistic

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 Holland’s
Typology of
Personality
and
Congruent
Occupations

E X H I B I T 4–2

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 Relationships
among
Occupational
Personality
Types

Source: Reprinted by special permission of the publisher, Psychological

Assessment Resources, Inc., from Making Vocational Choices, copyright 1973, E X H I B I T 4–3
1985, 1992 by Psychological Assessment Resources, Inc. All rights reserved.

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 Emotions- Why Emotions Were Ignored in OB
 The “myth of rationality”
– Organizations are not emotion-free.
 Emotions of any kind are disruptive to
organizations.
– Original OB focus was solely on the effects of strong
negative emotions that interfered with individual and
organizational efficiency.

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 What Are Emotions?

Affect
A broad range of emotions
that people experience.

Emotions Moods
Intense feelings that are Feelings that tend to be
directed at someone or less intense than
something. emotions and that lack a
contextual stimulus.

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 What Are Emotions? (cont’d)

Emotional Labor
A situation in which an employee expresses
organizationally desired emotions during
interpersonal transactions.
Emotional Dissonance
A situation in which an employee
must project one emotion while
simultaneously feeling another.

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 Felt versus Displayed Emotions

Felt Emotions
An individual’s actual emotions.

Displayed Emotions
Emotions that are organizationally
required and considered appropriate
in a given job.

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 Emotion Continuum
 The closer any two emotions are to each other on
the continuum, the more likely people are to
confuse them.

E X H I B I T 4–4
Source: Based on R.D. Woodworth, Experimental Psychology (New York: Holt, 1938).
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 Emotion Dimensions
 Variety of emotions
– Positive
– Negative
 Intensity of emotions
– Personality
– Job Requirements
 Frequency and duration of emotions
– How often emotions are exhibited.
– How long emotions are displayed.

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 Gender and Emotions
 Women
– Can show greater emotional expression.
– Experience emotions more intensely.
– Display emotions more frequently.
– Are more comfortable in expressing emotions.
– Are better at reading others’ emotions.
 Men
– Believe that displaying emotions is inconsistent with the
male image.
– Are innately less able to read and to identify with
others’ emotions.
– Have less need to seek social approval by showing
positive emotions.
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 External Constraints on Emotions

Organizational Cultural
Influences Influences

Individual
Emotions

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 Affective Events Theory (AET)
 Emotions are negative or positive responses to a work
environment event.
– Personality and mood determine the intensity of the
emotional response.
– Emotions can influence a broad range of work performance
and job satisfaction variables.
 Implications of the theory:
– Individual response reflects emotions and mood cycles.
– Current and past emotions affect job satisfaction.
– Emotional fluctuations create variations in job satisfaction.
– Emotions have only short-term effects on job performance.
– Both negative and positive emotions can distract workers
and reduce job performance.
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 Affective Events Theory (AET)

Source: Based on N.M. Ashkanasy and C.S. Daus, “Emotion in the Workplace: The New E X H I B I T 4–5
Challenge for Managers,” Academy of Management Executive, February 2002, p. 77.
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 OB Applications of Understanding Emotions
 Ability and Selection
– Emotions affect employee effectiveness.
 Decision Making
– Emotions are an important part of the decision-making
process in organizations.
 Motivation
– Emotional commitment to work and high motivation
are strongly linked.
 Leadership
– Emotions are important to acceptance of messages
from organizational leaders.

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 OB Applications… (cont’d)
 Interpersonal Conflict
– Conflict in the workplace and individual emotions are
strongly intertwined.
 Customer Services
– Emotions affect service quality delivered to customers
which, in turn, affects customer relationships.
 Deviant Workplace Behaviors
– Negative emotions lead to employee deviance (actions
that violate norms and threaten the organization).
• Productivity failures
• Property theft and destruction
• Political actions
• Personal aggression
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 Ability and Selection

Emotional
Intelligence
 Emotional Intelligence (EI)
An assortment of
– Self-awareness
noncognitive skills,
– Self-management
capabilities, and
– Self-motivation
competencies that
– Empathy
influence a person’s
ability to succeed in – Social skills
 Research Findings
coping with
environmental – High EI scores, not high
IQ scores, characterize
demands and high performers.
pressures.

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