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Leading and Managing People > Lecture 2 > Flashcards

Lecture 2 Flashcards

1
Q

Why measure personality? (2)

A
  • Impacts work outcomes
  • Helpful for hiring + training
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2
Q

How can you typically assess personality? (2)

A
  • Self-report surveys
  • Observer-ratings survey
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3
Q

What is self concept? (2)

A

1) Way I see myself and how I think others see me
2) A changeable state

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4
Q

Give 4 personality theories

A
  • Aristotle’s theory of elements
  • Freud’s resolution of child develoment phases
  • Eysenck’s P-E-N (hierarchical model)
  • Catell’s 16-factor system
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5
Q

Aristotle’s theory of elements

A

Personality = rooted in 4 funda. elt; air, fire, eath, water

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6
Q
  • Freud’s resolution of child develoment phases
A

Resolution conflicts in devlpt goals -> results in -> personality

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7
Q
  • Eysenck’s P-E-N (hierarchical model)
A

Psychotism, Extraversion, Neuroticism are ONLY heritable traits (FALSIFIED)

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8
Q
  • Catell’s 16-factor system
A

Personality should persist across types of measurements
Note: One largest taxonomies developed

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9
Q

What is MBTI?

A

Myers-Brigss Type Indicator

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10
Q

Explain Myers-Brigss Type Indicator

A

ESTJ to INFP
Extraversion - Introversion
Sensing - Intuitive
Thinking - Feeling
Judging - Perceiving

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11
Q

Critiques on MBTI (7)

A

1) Types rather than traits
2) Poor validity + reliability
3) Psychometrically complex
4) Better explained by other models
5) Not falsified
6) Requires honesty
7) Not situation specific

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12
Q

What’s the personality type gold standard? And why? (1:4)

A

Big Five

  • Good validity + reliability
  • Statistical
  • Lexical
  • Uses sound evidence: Allows theory-based hypotheses
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13
Q

What work-related behaviours does Big Five predict? (5)

A

1) Performance
2) Satisfaction
3) Social skills
4) Leadership
5) Safety

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14
Q

What are the big five? (5)

A

1) Emotional stability
2) Extroversion
3) Openness to experience
4) Agreeableness
5) Conscientiousness

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15
Q

What does openness predict? (2)

A
  • Accidents
  • Sensation seeking
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16
Q

What is the Dark Triad? (3)

A
  1. Machiavellianism: degree are pragmatic, emotional distance, believe ends justify means
  2. Psychopath: tendency to lack concern to others, guilt, remorse
  3. Narcissism: arrogant, self-importance, excessive admiration
17
Q

Does being pro-social mean more power?

A

Yes, people with disagreeable personalities do not have advantage when it comes to power

18
Q

What is Diversity?

A

Point or respect in which people differ

19
Q

Is Diversity important to organisations? (1: 3)

A

Yes

  • can help them (information processing)
  • can cause problem (affective evaluations)
  • has become ubiquitous (globalisation)
20
Q

What are the two forms of diversity? (2:1)

A
  • surface level (ethical)
  • deep level (performance)

And both make performance

21
Q

What unfair discrimination does diversity enable? (2)

A
  • stereotypes about groups
  • affective / evaluative responses: Sexual harassment, mockery and insults, ostracism, incivility
22
Q

What are markers of diversity (5)

A
  1. Race and ethnicity
  2. Religion
  3. Disability
  4. Sexual orientation
  5. Gender identity
23
Q

Is the aging aspect of workforce important? (1:4)

A

Yes

  1. Lower turnover and absenteeism
  2. No link to productivities
  3. Important for change
  4. Young increasingly manage older employees.
24
Q

Gender differences? (1:3)

A

Women : unfair discrimination

Glass ceiling: hard time rising
Glass cliff: promotion into risky jobs
Glass escalator: men receive promotions faster

25
Q

How can you manage diverse workforce

A

Policy and training emphasize higher level similarities among people

Develop positive diversity beliefs and attitude

Encourage awarenesses on fait treatment and benefits diversity

Foster personal development for skills and abilities of all workers

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