Big 5 Model of personality, Organizationally relevant traits

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Big 5 Model of personality & Organizationally relevant personality traits

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Big 5 Model of personality & Organizationally relevant personality traits:

Big 5 Model of personality & Organizationally relevant personality traits Dr. G C Mohanta , BE, MSc( Engg ), MBA, PhD(Mgt) Professor Al- Qurmoshi Institute of Business Management Hyderabad

Big 5 Model of personality:

2 Big 5 Model of personality Personality : The pattern of relatively enduring ways in which a person feels, thinks, and behaves. Develops over a person’s lifetime Generally stable in the context of work Can influence career choice, job satisfaction, stress, leadership, and even performance Trait : A specific component of personality that describes particular tendencies a person has to feel, think, and act in certain ways. The Big Five Model of Personality places five general personality traits at the top of the trait hierarchy: Extraversion, Neuroticism, Agreeableness, Conscientiousness and Openness to Experience.

The Big Five Model of Personality:

6 The Big Five Model of Personality Extraversion or Positive Affectivity : The tendency to experience positive emotional states and feel good about oneself and the world around one. Neuroticism or Negative Affectivity : The tendency to experience negative emotional states and view oneself and the world around one negatively. Agreeableness : The tendency to get along well with others. Conscientiousness : The extent to which a person is careful, scrupulous, and persevering. Openness to Experience : The extent to which a person is original, has broad interests, and is willing to take risks.

Organisationally Relevant Personality Traits :

Organisationally Relevant Personality Traits

Locus of Control:

10 Locus of Control Internal Locus of Control : Describes people who believe that ability, effort, or their own actions determine what happens to them. External Locus of Control : Describes people who believe that fate, luck, or outside forces are responsible for what happens to them.

Self-Monitoring:

11 Self-Monitoring The extent to which people try to control the way they present themselves to others. Can be high or low

Self-Esteem:

12 Self-Esteem The extent to which people have pride in themselves and their capabilities. Can be high or low Not situation specific

Type A vs. Type B Personality:

13 Type A vs. Type B Personality Type B: A person who tends to be easygoing and relaxed. Type A: A person who has an intense desire to achieve, is extremely competitive, and has a strong sense of urgency.

McClelland’s Needs:

14 McClelland’s Needs Need for Achievement : The desire to perform challenging tasks well and to meet one’s own high standards. Need for Affiliation : The desire to establish and maintain good relations with others. Need for Power : The desire to exert emotional and behavioral control or influence over others.

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