PERSONALITY

1PERSONALITY

PERSONALITY2Unit-2 PersonalityMeaning and Determinants of Personality, Process of Personality Formation, personality Types, Assessment of Personality Traits for Increasing Self-Awareness3IntroductionWhy people are different? ( Unique Traits/ Characteristics)Personality-The unique & relatively stable pattern of behavior, thoughts and emotions shown by individuals. Personality is How a person affects others, how he understands and views himself and his pattern of inner and outer measurable traits.Ones physical appearance and behavior affects others. Understanding oneself means one is unique with a set of attitudes and values and self-concept. The pattern of measurable traits refers to a set of characteristics that the person exhibits.4Aspects of Personality or Individual DifferencesSome people tend to be satisfied no matter what the conditions are where they work, whereas others tend to be dissatisfied.Eg. Job Satisfaction & working conditions5The term Personality has been derived from a Greek word Persona means to speak through. This term was used in reference to the mask worn by the actors in ancient Greece & Rome. The word personality refers to the role a person is playing in the public.

Personality represents the personal characteristics which leads to consistent pattern of behavior.6

7Personality -DefinitionsRelatively stable pattern of behaviors and consistent internal states that explain a person's behavioral tendencies.

8Personality -DefinitionsGordon Allport- The dynamic organization within the individual of those psychophysical systems that determine his unique adjustments to his environment. Personality is a vehicle to integrate perception, learning, values and attitudes and thus to understand the total person.Stephen P. Robbins The sum total of ways in which an individual reacts and interacts with others.Personality is the culmination of experiences and genetic influences.9JOHARI WINDOWDeveloped by American psychologists named as Joseph Luft & Hary Ingham in 1950A model for self-awareness, personal development, group development and understanding relationshipA model of giving and receiving feedbackJohari window deals with both our understanding of ourselves as well as the way we interact with others based on that degree of understanding.Feedback is a verbal/non-verbal communication to a person/group providing them information as to that how their behavior is affecting you and the state of your feelings & perception as how your behavior is affecting them.Johari window is a communication window through which you give or receive information about yourself and others. 10The ModelAlso referred to as a 'disclosure/feedback model of self awareness', and an 'information processing tool'Represents information - feelings, experience, views, attitudes, skills, intentions, motivation, etc - within or about a person - in relation to their team, from four perspectivesCan also be used to represent the same information for a team in relation to other teams11Johari Window-TerminologyRefers to 'self' and 'othersSelf' - oneself, i.e., the person subject to the Johari Window analysisOthers' - other people in the team12The four Johari WindowperspectivesCalled 'regions' or 'areas' or 'quadrants'.Each contains and represents the information - feelings, motivation, etc in terms of whether the information is known or unknown by the person, and whether the information is known or unknown by others in the teamThe four regions, areas, quadrants, or perspectives are as follows, showing the quadrant numbers and commonly used names13 OPEN/ARENA BLIND CLOSED/HIDDEN DARK/UNKOWNKnownKnownUnknownUnknownSELFOTHERSJohari Window14Johari window four regions1.Open area, open self, free area, free self, or 'the arena: what is known by the person about him/herself and is also known by others.2. Blind area, blind self, or 'blind spot: what is unknown by the person about him/herself but which others know.3. Hidden area, hidden self, avoided area, avoided self or 'faade: what the person knows about him/herself that others do not know.4. Unknown area or unknown self: what is unknown by the person about him/herself and is also unknown by others.15Johari Quadrant 1

Open self/area, 'free area, 'public area', 'arena Also known as the 'area of free activity Information about the person - behavior, attitude, feelings, emotion, knowledge, experience, skills, views, etc known by the person ('the self') and known by the team ('others'). The aim in any team is to develop the 'open area' for every person, because when we work in this area with others we are at our most effective and productive, and the team is at its most productive too The open free area, or 'the arena - the space where good communications and cooperation occur, free from distractions, mistrust, confusion, conflict and misunderstanding16Johari Quadrant 2

Blind self' or 'blind area' or 'blindspot: what is known about a person by others in the group, but is unknown by the person him/herself Could also be referred to as ignorance about oneself, or issues in which one is deluded Not an effective or productive space for individuals or groups Also include issues that others are deliberately withholding from a personThe aim is to reduce this area by seeking or soliciting feedback from others and thereby to increase the open area, i.e., to increase self-awarenessTeam members and managers take responsibility for reducing the blind area - in turn increasing the open area - by giving sensitive feedback and encouraging disclosureManagers promote a climate of non-judgmental feedback, and group response to individual disclosure, and reduce fear17TeamWhich understands itself i.e., each member having a strong mutual understanding with the team - is far more effective than a team which does not understand each other i.e., whose embers have large hidden, blind, and/or unknown areas.Members - and leaders - should strive to increase their open free areas, and to reduce their blind, hidden and unknown areasSeeking feedback about the blind area will reduce the blind area, and will increase the open free area18Johari Quadrant 3

Hidden self' or 'hidden area' or 'avoided self/area' or 'facade What is known to ourselves but kept hidden from, and therefore unknown, to othersRepresents information, feelings, etc, anything that a person knows about him/self, but which is not revealed or is kept hidden from othersAlso include sensitivities, fears, hidden agendas, manipulative intentions, secrets - anything that a person knows but does not revealRelevant hidden information and feelings, etc, should be moved into the open area through the process of 'self-disclosure' and exposure process'Organizational culture and working atmosphere have a major influence on team members' preparedness to disclose their hidden selves.19Johari quadrant 4Unknown self, 'area of unknown activity, 'unknown areaInformation, feelings, latent abilities, aptitudes, experiences etc, that are unknown to the person him/herself and unknown to others in the groupCan be prompted through self-discovery or observation by others, or through collective or mutual discoveryCounseling can also uncover unknown issuesManagers and leaders can create an environment that encourages self-discovery, and to promote the processes of self discovery, constructive observation and feedback among team membersThe unknown area could also include repressed or subconscious feelings rooted in formative events and traumatic past experiences, which can stay unknown for a lifetime.20Ideal WindowLarge Arena suggests that much of persons behavior is open to other group members. Interaction is open both in terms of giving and receiving feedback.21SelfOthersArenaIdeal Window22InterviewerLarge Close window suggest a person whose characteristic participation style is to ask questions in the group but not to give information. They use to withhold information with them . Giving feedback is less than receiving.They feel distrust and irritation while interacting with others. 23SelfOthersCloseInterviewer24Bull-in China shop(Insensitive to others)He may either be a poor listener or may respond to feedback in such a way that group members are reluctant to continue to give him feedback. 25SelfOthersBlindBull-in China Shop26TurtleHe may be silent member or the observer in the group. Who neither gives nor asks for feedback. He appears to have a shell around him which insulates him from other group members.27SelfOthersUnknownTurtle28Key Points of the Johari WindowDevelop the Open Area for every person. Working in this area with others usually allows for enhanced individual and team effectiveness and productivity. The Open Area is the space where good communications and cooperation occur, free from confusion, conflict and misunderstanding.Self-disclosure is the process by which people expand the Open Area vertically. Feedback is the process by which people expand this area horizontally.By encouraging healthy self-disclosure and sensitive feedback, we can build a stronger and more effective team.

29Determinants that Shape the Personality( By Fred Luthans)PERSONALITYSituational FactorsBiological Factors- Heredity, The Split -Brain Psychology, Physical characteristic, Physical Characteristics & Rate of Maturing Family/Social FactorsCultural Factors30Biological Factors-HeredityHeredity is the molecular structure of genes located in chromosomes.Physical and psychological characteristics are transmitted at the time of birth.Beauty, muscle composition, energy level etc. JIM TWINS

31Biological Factors-BrainBrain is influenced by biological factors. Structure and composition of brain plays an important role in shaping personality. There are few empirical findings to state that the brain influences the personality.ESB( Electric Stimulation of Brain)/ electric stimulation to reduce the stress/tension, induce creativitySBP (Split Brain Psychology)Left Hemisphere controls right side of the bodyRight hemisphere controls left side of the body Left Hemisphere Right HemisphereLogical/ MathematicalRational/HolisticControlledEmotionalIntellectualIntuitive/CreativeAnalyticSynthetic32Biological Factors- Physical Characteristics & Rate of MaturingPhysical appearance vital ingredient of personality( fair, tall or short, handsome or ugly, fatty or skinny.. Etc. influences persons effect on others and thereby it affects his/her self concept.Rate of Maturing also affects the personality33Family/Social FactorsSocialization Process: Socialization is a process of acquiring wide range of behavior by an infant from the enormously wide range of behavioral potentialities that are open to him at birth. Those behavior patterns are customary and acceptable according to the standards of his family and social groups. Members of the family compel the infant to conform to certain acceptable behavior.

Identification Process: Shaping of personality starts from the time the identification process commences. Identification Process occurs when a person tries to identify himself with some person whom he feels ideal in the family. Normally a child tries to behave as his father or mother.

Birth Order: Birth order is another significant variable influencing the personality of an individual.

For instance first born are likely to be more dependent, more rational, ambitious, hardworking, cooperative, and more prone to guilt, anxiety and are less aggressive.34Cultural FactorThere is not a linear relationship between personality and given culture.Western / Indian Culture35Situational FactorThough individuals personality is stable and consistent, changes with the different situation. The person situation is vital in understanding the individuals behavior at work.36Process of Personality FormationEriksons Eight Life Stage Passage Theory- SheehyMaturation Theory37Eriksons Eight Life Stage38Stage One - Infancy(1 yr.) -Learns to resolve the crisis of trust vs. mistrustStage Two- Early Childhood Child begins to assert Independence- Sense of Autonomy vs. Sense of Self-doubtStage Three- Play Age(4-5 yr.)-Discover how much they can do (Exploring Phase )- Sense of Initiative vs. Sense of Guilt/ Lack of Self-Confidence39Stage Four - School Age(6-12yr.) -Learns new skills & develop Social Abilities-Sense of Industry vs. Sense of InferiorityStage Five- Adolescence /teenage (13-19yr.)-Explore Who you are?- Self-IdentityStage Six- Young Adulthood(20s and 30s) -Crisis of Intimacy vs. IsolationStage Seven- Adulthood(40-50s)- Crisis of Generativity Vs. Self-Absorption( Generative people view world as much bigger than themselves, productivity at work , societal advancement are their concern) Stage Eight- Later Life- Sense of Wisdom-guides the future generations. 40Passage Theory- SheehySheehy (1976) with her extensive research concluded that adult progress through Five Crisis-Pullingup Roots- This period occurs between the ages of 18 and 22 , when individual exit from home or move out from home; Face physical , financial and emotional separation from their parents. They face fear and uncertainity and shows mimicked confidence. 412.Trying Twenties-This period is a time of opportunity one has to make choices. There are few who make strong commitments and others who explore and experiment and flexible towards commitments. 3.The catch- Thirties- It is a time when life commitments are made, broken or renewed. Idealistic dreams are calming down to realistic goals.4.The Deadline Decade- The ten years between the age of 35 and 45 represent a crossroad. The individuals re-examine their purposes and how the resources will be spent from now.5.Renewal or Resignation- The mid forties bring a period of stability . Purpose and direction of life is already well defined till this stage, they just lead their lives.

42Maturation Theory- Chris AgryisAs we grow , get mature, we learn to behave. Healthy individuals tend to move from immaturity to maturity-From being passive to engaging in increasing activity.From dependence on others to independence.From finding few to many alternatives.

43Maturation Theory- Chris AgryisFrom having shallow interests to developing deeper interests.From having a short time perspective to having a long time perspective.From being a sub-ordinate position to viewing oneself as equal or superior.From lack of awareness of oneself to awareness of oneself.The manager who understands personality development is better able to predict their crisis and recognize them as natural transition that adult encounter.44Personality Types

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46Type B Personality

People who are easy going , social andnon-competitive.

47Life Style ApproachType A (hyper tensed) Are impatient with the rate of work . Move and eat rapidly.

Want to measure everythingDo several things simultaneously

Type B (relaxed)Never feel urgency and are patient Are relaxed, eat in a leisurely fashion and enjoy themselvesDo not display their achievementsPlay for fun rather than to prove themselves48Significant Personality TraitsSelf-EsteemLocus of ControlMachiavellianismSelf-MonitoringRisk-TakingTolerance for Ambiguity49Self-Esteem

Self Esteem is the outcome of an individuals continuous evaluation of himself or herself which will be assessments reflecting his/her response to others opinions, situational requirements and successes and failures.

Self Esteem is the belief and confidence in your own ability and value.50High Self-Esteem- Take up unconventional & challenging jobs, high risk taking orientation , set high goalsLow Self-Esteem- More sensitive to adverse work condition, stress and conflict

SE is directly proportional to expectations for success.51

Locus of Control

52Locus of ControlLocus of control is the belief regarding the outcome of an individuals actions. Certain people believe that their skills and abilities influence the outcome of the action. Others believe that some external factors like fate or chance influence their result. Individuals who believe that they control what happens to them are called Internals and individuals who believe that what happens to them is controlled by outside forces such as luck or chance are called Externals.5253Locus of ControlInternal Locus of ControlYou pretty much control your own destinyExternal Locus of ControlLuck, fate and/or powerful others control your destiny

Locus of Control: A persons perception of the source of his or her fate is termed as locus of control5354Machiavellianism

This term has been derived from Niccolo Machiavellis writing How to gain & use power It is an individuals ability to manipulate people. It refers to the tendency of an individual manipulating others as a primary way to achieving goals. 55High Mach- Maintains emotional distance, pragmatic approach, end justify means, tends to manipulate more (more winning attitude), persuade others (effective when face to face interaction), try's to gain control over people, event, situation, manipulate the system to their advantage ) eg. Trade Union LeaderLow Mach- Minimum rules & regulations, higher the emotional involvement, less winning attitude. eg. Accountant, Auditor

56Self-MonitoringIndividuals ability to adjust his/her behavior to external situational factor. Individual with high self-monitoring show considerable adaptability in adjusting their behavior to external situation. They are very sensitive towards external situational factor. They are very sensitive towards external cues. They maintains a different public face and private self.Low self monitoring people are not able of disguising themselves. 57Risk TakingRisk taking is an attitude. Persons differ in the attitude towards assuming the risk. The propensity to take risk influences the decision-making. How much information an individual need to take a decision, how much time is taking to make a decision.58High Risk-taking ManagersMake quicker decisions.Use less information to make decisions.Operate in smaller and more entrepreneurial organizations. eg. Entrepreneur, Stock Trader

Low Risk-taking ManagersAre slower to make decisions.Require more information before making decisions.Exist in larger organizations with stable environments.Example-Accountant

Risk PropensityAligning managers risk-taking propensity to job requirements should be beneficial to organizations.59Tolerance for AmbiguityThe extent of ambiguity/ uncertainty an individual can tolerate without experiencing undue stress and can still function effictively. Managers with high tolerance for ambiguity can cope well with conditions which are extreme or uncertain in nature, where the organizational environment is rapidly changing. Managers with low tolerance with ambiguity find difficult to operate in turbulent environment.60The End