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Organizational Behaviour and Leadership
| a personality assesment model that taps five basic dimentions | Big Five Model |
| the sum total of ways in which an individual reacts to and interacts with others | personality |
| factors determined at conception; one's biological, physical and inherent psychological makeup | heredity |
| enduring characteristics that describe an individual’s behavior | personality traits |
| A personality test that taps four characteristics and classifies people into one of 16 personality types | Myers-Briggs Type Indicator [MBTI] |
| A personality dimension describing someone who is sociable, gregarious and assertive [Big Five Model] | extraversion |
| a personality dimension describing someone who is good natured, cooperative and trusting [Big Five Model] | agreeableness |
| a personality dimension describing someone who is responsible, dependable, persistant and organized [Big Five Model] | conscientiousness |
| a personality dimension characterizes someone as calm, self-confident, secure [positive] versus nervous, depressed, and insecure [negative]. [Big Five Model] | emotional stability |
| A personality dimension that characterizes someone in terms of imagination, sensitivity, and curiosity. [Big Five Model] | openness to experience |
| Bottom-line conclusions individuals have about their capabilities, competence, and worth as a person. | core self-evaluation |
| The degree to which an individual is pragmatic, maintains emotional distance, and believes that ends can justify means. | Machiavellianism |
| The tendency to be arrogant, have a grandiose sense of self-importance, require excessive admiration, and have a sense of entitlement | narcissism |
| A personality trait that measures an individual’s ability to adjust his or her behavior to external, situational factors. | self-monitoring |
| People who identify opportunities, show initiative, take action, and persevere until meaningful change occurs. | proactive personality |
| Basic convictions that a specific mode of conduct or end-state of existence is personally or socially preferable to an opposite or converse mode of conduct or end-state of existence. | values |
| A hierarchy based on a ranking of an individual’s values in terms of their intensity. | value system |
| Desirable end-states of existence; the goals a person would like to achieve during his or her lifetime. | terminal values |
| Preferable modes of behavior or means of achieving one’s terminal values. | instrumental values |
Personality is thought of by most people in terms of traits and researchers have investigated whether any traits stand up to scientific scrutiny and if some traits were associated with effective leadership. Research findings have been distilled into five general dimensions that describe personality. These are often called the Big Five personality dimensions, which describe an individual’s extroversion, agreeableness, conscientiousness, emotional stability, and openness to experience. Each dimension contains a wide range of specific traits, for example, all of the personality traits that you would use to describe a teacher, friend, or boss could be categorised into one of the Big Five dimensions. These factors represent a continuum, in that a person may have a low, moderate, or high degree of each of the dimensions.
Extroversion is made up of traits and characteristics that influence behaviour in group settings. Extroversion refers to the degree to which a person is outgoing, sociable, talkative, and comfortable meeting and talking to new people. This dimension also includes the characteristic of dominance. A person with a high degree of dominance likes to be in control and have influence over others. These people often are quite self confident seek out positions of authority and are competitive and assertive. They like to be in charge of others or have responsibility for others; it is, therefore, obvious that both dominance and extroversion could be valuable for a leader.
However, not all effective leaders necessarily have a high degree of these characteristics, Therefore the quality of extroversion is not as significant as is often presumed and a high degree of dominance could even be detrimental to effective leadership if not tempered by other qualities, such as agreeableness or emotional stability.
Agreeableness refers to the degree to which a person is able to get along with others by being good-natured, cooperative, forgiving, compassionate, understanding, and trusting. A leader who scores high on agreeableness seems warm and approachable, whereas one who is low on this dimension may seem cold, distant, and insensitive. Leaders are making a concerted effort to present a friendlier face to employees, the public, and shareholders.
Conscientiousness refers to the degree to which a person is responsible, dependable, persistent, and achievement-oriented. A conscientious person is focused on a few goals, which he or she pursues in a purposeful way, whereas a less conscientious person tends to be easily distracted and impulsive. Recent research suggests that traits of conscientiousness are also more important than those of extroversion for effective leadership.
Emotional stability refers to the degree to which a person is well adjusted, calm, and secure. A leader, who is emotionally stable handles stress well, is able to handle criticism, and generally doesn’t make mistakes or failures personally. Leaders with emotional stability typically develop positive relationships and can also improve relationships among others. Leaders who have a low degree of emotional stability are likely to become tense, anxious, or depressed. They generally have lower self-confidence and may explode in emotional outbursts when stressed or criticised.
Openness to experience is the degree to which a person has a broad range of interests and is imaginative, creative, and willing to consider new ideas. These people are intellectually curious and often seek out new experiences through travel, the arts, movies, reading widely, or other activities. People lower in this dimension tend to have narrower interests and stick to the tried-and-true ways of doing things. Open-mindedness is important to leaders because leadership is about change rather than stability.
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