BA 304 Quiz 10 Flashcards
(39 cards)
Eight levels of human needs in order:
physiological, safety, belonging and love, esteem, cognitive, aesthetic, self-actualization, transcdence
What are the two parts of esteem?
esteem from others and from self
the way you perceive and value yourself—essentially, your overall sense of self-worth or personal value.
self esteem
What are the “Big Five” personality traits impacting behavior?
agreeableness
extraversion
conscientiousness
neuroticism
openness
High: Compassionate, cooperative, trusting, empathetic. These individuals are more likely to help others, avoid conflict, and work well in teams.
Low: More competitive, critical, or even manipulative. May prioritize their own needs over others.
Agreeableness
High: Outgoing, energetic, talkative, assertive. They often seek stimulation and enjoy social interaction.
Low : Reserved, quiet, prefers solitude or smaller groups. Not necessarily shy, but less driven by external stimulation.
extraversion
High: Organized, responsible, reliable, goal-oriented. These people plan ahead and have strong self-discipline.
Low: Disorganized, impulsive, careless. May procrastinate or struggle with routines.
Conscientiousness
High: Emotionally sensitive, prone to anxiety, mood swings, and stress. Can feel overwhelmed easily.
Low (Emotional Stability): Calm, resilient, less reactive to stress, more emotionally steady.
neuroticism
High: Creative, curious, imaginative, open to new ideas and experiences. They enjoy novelty and are often more liberal in thinking.
Low: Practical, routine-focused, traditional. Prefer familiarity and may resist change or abstract thinking.
Openness to experience
The Hogan Personality Assessments
The Dark Side
The Bright Side
The Inside
Reasoning
widely used in organizational psychology to predict job performance, leadership potential, and even risks of career derailment
Hogan Personality Assessment
measures how people typically behave when they’re at their best—how they relate to others, work, and lead. It maps closely to the Big Five traits. It’s about day-to-day strengths(Predicting leadership style, team fit, performance)
The Bright Side (Everyday Personality HPI)
identifies behaviors that can emerge under stress or pressure—when people stop self-monitoring. These traits might be strengths taken too far or unmanaged flaws. Left unchecked, they can damage careers and relationships(Spotting leadership derailers or hidden risks in high performers)
The Dark Side
explores what drives a person—what they care about, what motivates them, and what kind of culture they’ll thrive in. It’s not about behavior, but core values and identity(Culture fit, engagement, and long-term job satisfaction)
The Inside(Motives, values, preferences)
measures problem-solving and decision-making skills, especially in business contexts(Strategic Reasoning (abstract thinking, patterns, concepts)
Tactical Reasoning (practical, detail-oriented problem-solving))(Assessing learning ability, mental agility, and how someone thinks through challenges)
Reasoning(Cognitive Ability)
a belief or expectation—whether accurate or not—can influence outcomes simply because it is believed(Ex. If a manager believes an employee is highly capable, they might give them more support, better projects, and more encouragement. In response, the employee rises to the occasion—thus “proving” the manager right)
Self-fulfilling prophecy
form of self-fulfilling prophecy where higher expectations from a leader or teacher lead to improved performance in the person being managed or taught(Ex. A manager believes Taylor is a high-potential employee, they provide Taylor with stretch assignments, mentoring, and positive feedback, Taylor, feeling supported and trusted, works harder and performs better, the manager feels validated: “I knew Taylor was great!”, The employee performs better because of the manager’s belief in them)
pygmalion effect(Teacher/ Manager Belief)
when someone believes they’re competent or capable, their confidence drives them to succeed, regardless of others’ expectations(Ex. Jamie believes in their own skills and potential to lead, that self-confidence drives proactive behavior, initiative, and success—even if their manager is neutral or uncertain, Self-confidence becomes a performance booster.)
Galatea Effect(Employee/Student Belief)
Legitimate/Positional Power = title
Reward Power = raise or promotion
Coercive Power = not promote or fire
Hard Power
Why do we use power?
hard power(titles, raises/promotions, no promotion/fire)
Expert Power – you know more than them
Reference Power – they respect, admire, and want to copy
Relational Power – you are connected to them
Soft Power
How do we gain power?
soft power(know more, earn respect admiration, want to copy, connection)
Legitimate/Positional Power = …
Reward Power = … or …
Coercive Power = … or …
title
raise or promotion
not promote or fire
Expert Power – you… more than them
Reference Power – they …, …, and …
Relational Power – you are … to them
know
respect, admire, want to copy
connected
