The document discusses personality and emotions in organizational behavior. It defines personality as a dynamic concept describing a person's whole psychological system rather than just parts. Personality is determined by heredity, environment, and situation. It describes several models of personality including traits, Myers-Briggs types, and Holland's typology. The document also discusses how emotions were previously ignored in organizational behavior but are now recognized as important. It defines emotions and explores how they are experienced and expressed differently based on factors like gender. The implications of understanding personality and emotions for areas like decision-making, leadership, and performance are summarized.

1. ORGANIZATIONAL
BEHAVIOR
W W W . P R E N H A L L . C O M / R O B B I N S

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What is Personality?What is Personality?
When we talk of personality, we don’t mean that a person has
charm, a positive attitude toward life, a smiling face, or is a
finalist for “ Happiest and Friendliest” in this year’s Miss
America contest.
When psychologists talk of personality, they mean a dynamic
concept describing the growth and development of a person’s
whole psychological system.
Rather than looking at parts of the person, personality looks
at some aggregate whole that is greater than the sum of the
parts.

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What is Personality?What is Personality?

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Personality DeterminantsPersonality Determinants
• Heredity
• Environment
• Situation
• Heredity
• Environment
• Situation
Heredity: refers to those factors that were determined at conception.
Physical structure, facial attractiveness, gender, temperament, energy
level etc.
Environment: Among the factors that exert pressures on our personality
formation are the culture in which we are raised, our early conditioning,
the norms among our family, friends and social groups etc.
Situation: A third, the situation, influences the effects of heredity and
environment on personality. An individual’s generally stable and
consistent, does change in different situations.

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Personality TraitsPersonality Traits
Sixteen
Primary
Traits
Sixteen
Primary
Traits

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The Myers-Briggs Type IndicatorThe Myers-Briggs Type Indicator
Personality Types
• Extroverted or Introverted (E or I)
• Sensing or Intuitive (S or N)
• Thinking or Feeling (T or F)
• Perceiving or Judging (P or J)
Personality Types
• Extroverted or Introverted (E or I)
• Sensing or Intuitive (S or N)
• Thinking or Feeling (T or F)
• Perceiving or Judging (P or J)
MBTI is one of the most widely
used personality frameworks
which has no hard evidence as
valid measure of personality.

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The Big Five ModelThe Big Five Model

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Major Personality Attributes Influencing OBMajor Personality Attributes Influencing OB
 Locus of control
 Machiavellianism
 Self-esteem
 Self-monitoring
 Propensity for risk taking
 Type A personality

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Locus of ControlLocus of Control

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MachiavellianismMachiavellianism
Conditions Favoring High Machs
• Direct interaction
• Minimal rules and regulations
• Distracting emotions
Conditions Favoring High Machs
• Direct interaction
• Minimal rules and regulations
• Distracting emotions

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Self-Esteem and Self-MonitoringSelf-Esteem and Self-Monitoring

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Risk-TakingRisk-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 TypesPersonality Types

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Personality TypesPersonality Types

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Achieving Personality-Job FitAchieving Personality-Job Fit
Personality Types
• Realistic
• Investigative
• Social
• Conventional
• Enterprising
• Artistic
Personality Types
• Realistic
• Investigative
• Social
• Conventional
• Enterprising
• Artistic

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Holland’s
Typology of
Personality
and
Congruent
Occupations
Holland’s
Typology of
Personality
and
Congruent
Occupations

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Relationships
among
Occupational
Personality
Types
Relationships
among
Occupational
Personality
Types

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Emotions- Why Emotions Were Ignored in OBEmotions- 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?What Are Emotions?
MoodsMoods
Feelings that tend to beFeelings that tend to be
less intense thanless intense than
emotions and that lack aemotions and that lack a
contextual stimulus.contextual stimulus.
MoodsMoods
Feelings that tend to beFeelings that tend to be
less intense thanless intense than
emotions and that lack aemotions and that lack a
contextual stimulus.contextual stimulus.
EmotionsEmotions
Intense feelings that areIntense feelings that are
directed at someone ordirected at someone or
something.something.
EmotionsEmotions
Intense feelings that areIntense feelings that are
directed at someone ordirected at someone or
something.something.
AffectAffect
A broad range of emotionsA broad range of emotions
that people experience.that people experience.
AffectAffect
A broad range of emotionsA broad range of emotions
that people experience.that people experience.

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What Are Emotions? (cont’d)What Are Emotions? (cont’d)

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Felt versus Displayed EmotionsFelt versus Displayed Emotions

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Emotion DimensionsEmotion 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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Facial Expressions Convey EmotionsFacial Expressions Convey Emotions

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

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Gender and EmotionsGender 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 EmotionsExternal Constraints on Emotions
OrganizationalOrganizational
InfluencesInfluences
OrganizationalOrganizational
InfluencesInfluences
CulturalCultural
InfluencesInfluences
CulturalCultural
InfluencesInfluences
IndividualIndividual
EmotionsEmotions
IndividualIndividual
EmotionsEmotions

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OB Applications of Understanding EmotionsOB 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 of Understanding EmotionsOB Applications of Understanding Emotions
 Interpersonal Conflict
– Conflict in the workplace and individual emotions are
strongly intertwined.
 Deviant Workplace Behaviors
– Negative emotions can lead to employee deviance in
the form of actions that violate established norms and
threaten the organization and its members.
• Productivity failures
• Property theft and destruction
• Political actions
• Personal aggression

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Ability and SelectionAbility and Selection
 Emotional Intelligence (EI)
– Self-awareness
– Self-management
– Self-motivation
– Empathy
– Social skills
 Research Findings
– High EI scores, not high
IQ scores, characterize
high performers.
 Emotional Intelligence (EI)
– Self-awareness
– Self-management
– Self-motivation
– Empathy
– Social skills
 Research Findings
– High EI scores, not high
IQ scores, characterize
high performers.