11 The Manager as a Person CThe McGraw-Hill Companies, Inc, 2000
11-1 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 The Manager as a Person 11
Personality Traits Personality Traits: Characteristics that influence how people think, feel and behave on and off the job Include tendencies to be enthusiastic, demanding, easy- going, nervous, etc e Each trait can be viewed on a continuum. from low to high There is no wrong, trait, but rather managers have a complex mix of traits " win/MeGraw-HHill CThe McGraw-Hill Companies, Inc, 2000
11-2 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 Personality Traits ◼ Personality Traits: Characteristics that influence how people think, feel and behave on and off the job. ◆ Include tendencies to be enthusiastic, demanding, easygoing, nervous, etc. ◆ Each trait can be viewed on a continuum, from low to high. ◼ There is no “wrong” trait, but rather managers have a complex mix of traits
The Big Five Traits Figure 11.1 Low Extroversion High Low Negative Affectivity Hi Low Agreeableness High IV Low Conscientiousness High Low Openness to Experience Higl " win/MeGraw-HHill CThe McGraw-Hill Companies, Inc, 2000
11-3 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 The Big Five Traits: Low Extroversion High Low Negative Affectivity High Low Agreeableness High Low Conscientiousness High Low Openness to Experience High I II III IV V Figure 11.1
The Big Five Extroversion: people are positive and feel good about themselves and the world Managers high on this trait are sociable friendly Negative Affectivity: people experience negative moods. are critical. and distressed a Managers are often critical and feel angry with others and themselves Agreeableness: people like to get along with others Managers are likable, and care about others Conscientiousness: people tend to be careful persevering Openness to Experience: people are original, with broad interests " win/MeGraw-HHill CThe McGraw-Hill Companies, Inc, 2000
11-4 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 The Big Five Extroversion: people are positive and feel good about themselves and the world. ◼ Managers high on this trait are sociable, friendly. Negative Affectivity: people experience negative moods, are critical, and distressed. ◼ Managers are often critical and feel angry with others and themselves. Agreeableness: people like to get along with others. ◼ Managers are likable, and care about others. Conscientiousness: people tend to be careful, persevering. Openness to Experience: people are original, with broad interests
Traits and managers Successful managers vary widely on the " Big Five It is important to understand these traits since it help explain a manager's approach to planning leading tos organizing etc Managers should also be aware of their own style and try to tone down problem areas Internal Locus of Control: People believe they are responsible for their fate a See their actions are important to achieving goals External locus of control: People believe outside forces are responsible for their fate Their actions make little difference in achieving outcomes o Managers need an Internal locus of control " win/MeGraw-HHill CThe McGraw-Hill Companies, Inc, 2000
11-5 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 Traits and Managers ◼ Successful managers vary widely on the “Big Five”. ◆ It is important to understand these traits since it helps explain a manager’s approach to planning, leading, organizing, etc. ◼ Managers should also be aware of their own style and try to tone down problem areas. ◼ Internal Locus of Control: People believe they are responsible for their fate. ◼ See their actions are important to achieving goals. ◼ External Locus of Control: People believe outside forces are responsible for their fate. ◼ Their actions make little difference in achieving outcomes. ◆ Managers need an Internal Locus of Control!