Grounded Theory of Personality.pptx

Grounded theory is a widely used systematic
methodology for qualitative research. It involves the
construction of hypotheses and theories through
data collection and analysis. Grounded theory
involves the use of inductive reasoning. The
methodology differs from the hypothetical-
deductive model used in traditional scientific
research.
Grounded Theory
Bernard Tan Ah Thau
Copyright@kykology2022

Experimental Research vs Grounded
Theory

Grounded Theory Approach
KYKO Dimension Code
SA, E, SO, SE, C
KYKO Sub-Dimension/Factor
Code
SA1-SA5, E1-E5, SO1-SO5,
SE1-SE5, C1-C5
Nature
Nurture
Disorder
Multiple Theoretical
Constructs

Grounded Theory Process

Grounded Theory of Personality

Collect Data by Observing and
Describing Behavior

Put your description in the form of text
or narratives.
Ali sets challenging goals and persuade his subordinates to accomplish their
performance targets.

Form concepts derived from the
semantic units of the narrative
Ali sets challenging goals (Egocentric))and persuade his subordinates
(Complexity) to accomplish their performance targets.(Self-Actualization)

Categorize concepts to explain Ali’s behavior of each
semantic unit based on the KYKO five dimension
 Sets challenging goals – Egocentric –Dominant Factor
 Persuade his subordinates – Complexity Influence Factor
 Accomplish their performance targets – Achievement oriented - Self-
Actualization factor

Develop codes for concepts to predict
behavior
Assign codes for each factor of a dimension
 E4 - Sets challenging goals – Egocentric –Dominant Factor
 C3 - Persuade his subordinates – Complexity Influence Factor
 SA1 - Accomplish their performance targets – Self-Actualization factor
 HE4+HC3+HSA1

Identify relationships between concept
to Control or Change Behavior
Ali sets challenging goals and persuade his subordinates to accomplish their
performance targets.
 Reward upon successful achievement of goals
 Counselling
 Punishment, for example warning, upon failure to achieve goals

Managing and Leading Alvin
Alvin is a hardworking and committed employee (HSA). He likes
challenging jobs (HE) and is willing to work late to get his job done
(HSA). He keeps a distance in his social interactions (LSO). He dislikes
people telling him how to do his job (HE+LSO) – “Tell me what to do
and I will do it well for you” is his policy (HSA). He is proud of his
achievements (HE) and often enjoy talking about his contributions to
the company (HE). He is a person who wants to take credit that is
due to him (HE). However, once in a while he comes late for work
(LSE). He does not seem to be bothered about what others say about
him for not being punctual (LSO+LSE). He commented to his
colleagues, “Let them say what they like, it is their mouths. I don’t
feel guilty about what they say. What is important to me is I get the
job done on time.” (LC+HSA+LSO).

Questions
1. Identify Alvin’s KYKO unique personality profile.
2. According to the Performance Quadrant Analysis (PQA), what type of
performer is Alvin?
3. What style or styles would you use to lead and manage Alvin and why?
4. Identify the possible consequences if you mislead or mismanage Alvin?
5. How would you motivate Alvin to greater heights of performance?

Answers
1. KYKO Alan Personality Profile is LC+HSA+HE+LSO+LSE
2. HSA - Star performer. He knows how to get the job done and he cares about
getting the job done. He achieves his targets.
3. LSE +HSA Lassiez Faire. He is competent and committed. Empower him to do
the job.
4. He may get upset and degenerate into a maintainer. HE
5. HE – Praise him. Fan his ego appropriately, recognize his contributions, and
reward him appropriately.
HSA – Develop and grow his potentials, job enrichment.
LSE – Empower him. Leave him alone to do the job. LSO

Managing and Leading Johnny
Johnny is a serious and meticulous person (HSE - High Security). He
came to work on time and strictly adhered to instructions (HSE - High
Security). Johnny is responsible and hardworking (High Self-
Actualizing). No matter how hard he works, his boss can always find
mistakes in his work.
Johnny feels uncomfortable when things are done informally (HSE -
High Security). He prefers to work alone and does not like
distractions (LSO-Low Socio-centric). He openly told his colleagues to
“get lost” while he worked. (LC - Low Complexity).
Johnny is proud of his accomplishments (HE - High Egocentric).
However, Johnny cannot accept criticism from others (HE -
Egocentric). He believes he is always right and will not give in to
certain issues that violate his principles (HE-High Egocentric).

Questions
1. Identify Johnny’s KYKO personality profile.
2. According to the Performance Quadrant Analysis (PQA) what type of
performer is Johnny?
3. What style or styles would you use to lead and manage Johnny and why?
4. Identify the possible consequences if you mislead or mismanage Johnny.
5. How would you motivate Johnny to greater heights of performance?
6. What power bases would you apply to get things done through Johnny?
7. What managerial skills do you need to equip yourself to assist, guide and
develop Johnny’s potentials to become a star performer and maintain it?

Answer
1. Low Complexity, High Self-Actualization, High Egocentric, Low Sociocentric and
high security personality type. (LM+HSA+HE+LSO+HSE)
2. Johnny is a learner. He wants to perform but lacks the competencies to carry out
his duties.
3. Autocratic Style – Do the job my way followed by coaching.
4. The consequence of using laissez faire style will be costly in the form of
mistakes, accidents and rejection rates. If authoritative style is used he may
degenerate into a laggard.
5. Make him feel safe. Set realistic targets, give clear instructions, and follow
rules, procedures and formal channels. In short manage him by the book.
6. Expert Power, Reward Power if he produces results.
7. People Management Skills, Leadership Skills, Coaching Skills, Motivation skills,
Communication Skills and Placement Skills

Managing and Leading Linda
Linda, a LCCI diploma holder has been working in M4A for 3 years as an Accounts
Assistant. She has the job competency but lacks commitment in her work. She would
do her work at her own pace (LSA – Low Self-Actualizing). She likes to argue and
blames others (HE – High Egocentric). Oftentimes, she would delay her work with all
sorts of reasons and she likes to push her responsibilities to another colleague (HC –
High Complexity).
Linda is uncooperative and could connect with others (LSO – Low Socio-centric). She
avoids others and likes to do work on her own (LSO – Low Socio-centric). She is
unpopular and is known to others as being calculative (LSO+HC). However she claims
she is the best among her peers, as others do not have the accounting certificate. (HE
– High Egocentric).
Linda resents being controlled by others. She wants to be empowered to get a job
done (LSE – Low Security).

Questions
1. Identify Linda’s KYKO personality formula.
2. What types of performer is Linda?
3. What is the most appropriate leadership style/s to influence Linda to
become more committed to her work?
4. What would be the adverse effects if you use the inappropriate style?
5. How would you motivate Linda to greater heights of achievement?
6. What types of task characteristics would you assign to Linda?
7. What managerial skills would you need to develop Linda to become a star
performer?

Answer
1. High Complexity, Low Self-Actualization, High Egocentric, Low Sociocentric and
Low Security Personality Type. - (HC+LSA+HE+LSO+LSE)
2. Linda is a maintainer. She knows her job well but she doesn’t care to do well.
She is reluctant to perform unless the management gives in to her demands.
3. Use participative style to build relationship and trust besides monitoring her
work. Once the trust is gain, counsel and guide her to self-actualize. If she
changes and performs, change to laissez faire style. If she persists not to
change, use authoritative style, failing which manage her out of the
organization.
4. She would choose to put in a little effort in carrying out her responsibilities. She
would get away getting paid for using others to do her work.
5. Start off with counseling. If she changes and produces results reward her and
fan her ego. If counseling fails, use negative motivation to diminish and stop her
behavior. If negative motivation failed, take progressive disciplinary measures.
6. Important but not urgent tasks. Should she delay her work there is time for you
to repair the damage.

Unique Profile Alan Unique Profile
Alan gets along very well with his peers (HSO – High Sociocentric). He is friendly
and warm and spends most of his time talking, cracking jokes and fooling around
with his colleagues (HSO – High Socio-centric). Alan is good at LLB (Look like
Busy) technique when his boss is around (HC – High Complexity). Given a job, he
works slowly and grudgingly (LSA – Low Self-Actualizing). His performance at
work is below standards and often makes a lot of errors. Alan has been counseled
by his boss many times to put more effort into his work. The counseling sessions
have no effect on Alan’s behavior (LSA – Low Self-Actualizing). Despite repeated
warnings from his boss to buck up his work, Alan remains stubborn (HE – High
Egocentric) and persists with his careless attitude in his work (LSA+LSE – Low Self
Actualizing and Low Security).

Questions
1. Identify Alan’s KYKO personality formula.
2. According to the Performance Quadrant Analysis (PQA) what type of
performer is Alan?
3. What style or styles would you use to lead and manage Alan and why?
4. Identify the possible consequences if you were to mislead or mismanage
Alan?
5. How would you motivate Alan to greater heights of performance?
6. What power bases would you apply to get things done through Alan?
7. What managerial skills do you need to equip yourself to assist, guide and
develop Alan’s potentials to become a star performer and maintain it?

Answers
1. High Complexity, Low Self-Actualization, High Egocentric, High Sociocentric and
Low Security Personality Type.- (HC+LSA+HE+HSO+LSE).
2. Alan is a laggard. He is incompetent and not committed to do his job.
3. Authoritative style – Do the job the hard way. Use fear management and close
monitoring.
4. Others will follow in his footsteps if you reward and recommend him for higher
responsibilities or give him a good appraisal.
5. Negative motivation – Tell him off to diminish and stop his negative behavior.
6. Referent power – Counsel and guide him. If he changes, use your expert power to
coach him. If he produces results use your reward power to motivate him
further. If he does not change use coercive power to force him to perform failing
which use your legitimate power to manage him out of the organization.
7. People skills, coaching and counseling skills, motivation skills, disciplinary skills,
communication skills, leadership skills and supervisory skills.

Managing an informal leader
Jimmy has been working for 6 years in S9S. He is diligent and is committed to his work (HSA – High Self-Actualizing).
He is friendly and pleasant and can never say no when others ask him for assistance and support (HSO – High Socio-
centric). Jimmy has many supporters (HC – High Complexity). They respect him and look up to him for assistance
and advice.
However Jimmy could not get along with Albert, his boss. Albert is a driver, (HE – High Egocentric) and is very result
oriented (HSA – High Self-Actualizing). He sets high targets for his subordinates (HE) and expects them to realize
their targets (HSA). When his subordinates could not meet his demands he would go after them like a hawk (HE).
Albert is a bad listener (HE). “If you have a personal problem I expect you to solve it yourself. I am not paid to solve
your problems”, he uttered to a subordinate who raised a personal problem to explain postponing his work (LSO –
Low Socio-centric).

Managing an informal leader
Albert is a man with an eye for detail (HSE – High Security). He
expects his subordinates to follow rules and procedures strictly
and would not tolerate those who are tardy and indiscipline
(HSE). He would yell at them openly in front of others (HE + LC –
Low Complexity).
Jimmy is upset with the way Albert manages his people (HE). He
perceives Albert as a “straw boss”.
Jimmy confronted Albert and requested him to be more
sensitive to his subordinates (HE+HSO). Albert told him to get
lost (HE).
Jimmy keeps his cool and conveys to his peers what transpired
between him and Albert (HC – High Complexity).
“Something needs to be done to stop this man from punishing
us”, says a supporter.

Questions
1. Identify the KYKO personality type of Jimmy and Albert.
2. Do a profile compatibility analysis of Jimmy’s KYKO personality profile and Albert’s KYKO
personality profile.
3. What type of employee is Jimmy?
4. What type of power does Jimmy have?
5. Do you agree with the way Albert handled Jimmy? If yes, give your rationale. If no, what would
you do if you were Albert?
6. Is Albert a good manager?
7. What power bases did Albert use to manage his subordinates?
8. What critical lessons have you learned from the above case?

Answers- Question1
Jimmy’s Personality Profile – HSA+HSO+HC+HE+LSE
 High Self Actualizing – He is diligent and is committed to his
work.
 High Socio-centric – He is friendly and pleasant and can never say no when others ask him for
assistance and support
 High Complexity – Jimmy has many supporters. Albert told him to get lost. Jimmy keeps his cool.
 High Egocentric – Jimmy is upset with the way Albert managed his people. Jimmy confronted Albert.
 Low Security – “Let us down our tools 20 minutes before the day is over, and see what happens.”

Answers- Question1
Albert’s Personality Type – HSA+HE+LC+HSE+LSO
 High Self Actualizing – Albert is very result oriented. He sets high targets for his subordinates
and expects them to realize their targets.
 High Egocentric – Albert is a driver. When his subordinates could not meet his demands he
would go after them like a hawk. Albert is a bad listener. He would yell at them openly. Albert
told Jimmy to get lost.
 Low Complexity + Low Socio-centric – “If you have a personal problem I expect you to solve it
yourself. I am not paid to solve your problems.” he uttered to a subordinate who raise a
personal problem to explain postponing his work
 .High Security – Albert is a man with an eye for detail. He expects his subordinates to abide by
the systems in the company and would not tolerate those who are tardy and indiscipline.
 Low Complexity – He would yell at them openly in front of others.

Answers
2. The areas of incompatibility between Jimmy and Albert are as
follows:
Both have High Egocentric Self
Jimmy is high Socio-centric whereas Albert is Low Socio-centric
3. Jimmy is a good employee. He is also an informal leader.
4. Jimmy has social and referent power.
No, Albert must recognize that Jimmy is an informal leader
and could influence the others against him. He should align his
Socio-egocentric dimensions with the Socio-egocentric
dimensions of Jimmy and tell him that he would consider his
suggestion.

Answers
6. Albert tends to use his legitimate and coercive powers to control his
subordinates.
7. Albert should develop his socio-centric and complexity dimensions of
his personality profile to become a better and more effective manager.
By developing these two dimensions he will improve his people
management skills.
8. A manager must know how to win a good employee who is an
informal leader and to make use of him to influence others to give him
support. Avoid using legitimate and coercive powers to regulate
subordinates’ behavior. Try to use other power bases as a source of
influence; legitimate and coercive powers should be used as a last
resort to regulate behavior when other power bases failed.

Grounded Theory of Personality.pptx

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