UNIT 2: Self Awareness and Self-regulation Flashcards
(14 cards)
Personality
A combination of characteristics, behaviors, emotions, and thought patterns that define an individual.
Personality Traits:
Enduring patterns of thoughts, feelings, and behaviors that remain relatively consistent across different situations.
Personality and Leadership
- Different personality traits influence leadership styles.
- CEOs with varying personality traits may excel in different industries or corporate cultures.
Myers-Briggs Type Indicator (MBTI). (Old school personality model)
Four dichotomies:
1. Extraversion (E) vs. Introversion (I): Social and outgoing vs. reserved.
- Sensing (S) vs. Intuition (N): Detail-oriented vs. big-picture thinker.
- Thinking (T) vs. Feeling (F): Logic-driven vs. emotionally guided.
- Judging (J) vs. Perceiving (P): Structured and organized vs. adaptable and spontaneous.
- People receive a four-letter personality type (e.g., INTJ, ESFP).
Limitations of MBTI:
1. Not scientifically valid; lacks predictive power.
- Low reliability (inconsistent results upon retaking).
- Traits exist on spectrums, not strict categories.
The Big Five Model (OCEAN). (Modern Personality Models)
A scientifically validated model that measures personality traits on a continuum rather than strict categories.
- Openness to Experience
- Low: Practical, routine-focused, traditional.
- High: Imaginative, curious, open to new ideas. - Conscientiousness
- Low: Spontaneous, disorganized, flexible.
- High: Disciplined, responsible, detail-oriented. - Extraversion
- Low: Reserved, introspective, quiet.
- High: Sociable, energetic, outgoing. - Agreeableness
- Low: Competitive, critical, skeptical.
- High: Cooperative, empathetic, trusting. - Neuroticism (Emotional Stability)
- Low: Calm, resilient, emotionally stable.
- High: Anxious, moody, emotionally reactive.
Application of the Big Five in Leadership: Different leadership styles align with different traits.
The Dark Triad
Some leaders and influential figures exhibit these three toxic personality traits:
- Narcissism – Inflated self-importance, need for admiration.
- Machiavellianism – Cunning, deceptive, manipulative.
- Psychopathy – Cold, impulsive, lacking empathy.
Why Do Dark Triad Individuals Thrive?
- Narcissism – Confidence and charisma can attract followers and create vision.
- Machiavellianism – Strategic thinking and manipulation help in climbing corporate ladders.
- Psychopathy – Fearlessness and lack of remorse allow for bold, ruthless decisions.
Many leaders, CEOs, politicians, and influencers exhibit Dark Triad traits—often rising to the top.
At what cost do dark triad individuals thrive?
- Toxic Workplaces – Power-hungry bosses create fear, stress, and high turnover.
- Corrupt Politics – Manipulative leaders deceive the public for personal gain.
- Exploitative Relationships – Lack of empathy leads to manipulation and emotional harm.
- Criminal Behavior – Extreme cases result in fraud, exploitation, or even violence.
Definition and Importance
of Emotions
- Emotions: Intense feelings directed at someone or something.
- Moods: Less intense feelings that often arise without a specific event triggering them.
- Emotions and moods influence workplace behavior, decision-making, and performance.
Affective Events Theory (AET)
Daily workplace events trigger emotional reactions that impact attitudes and behaviors.
Key Components:
- Workplace Events: Specific incidents that occur in the work environment.
- Affective Reactions: Emotional responses to workplace events.
- Attitudes and Behaviors: Long-term effects on job satisfaction, performance, and organizational commitment.
- Short-term Reaction: Immediate emotional response influences mood and actions.
- Long-term Impact: Cumulative responses shape overall job attitudes and behaviors
Example: A flight attendant’s reaction to difficult passengers can affect their job satisfaction and overall workplace attitude.
Example: A coach’s reaction to a player missing a penalty will affect the team’s performance and overall attitude.
Handling Emotions in the Workplace
- Emotional Suppression: Hiding emotions, which can lead to stress and health issues.
- Full Emotional Expression: Openly displaying emotions, which may hurt relationships or morale.
- Reappraisal: Reframing emotions to manage them constructively.
- Example: A coach encouraging a losing team by shifting focus to long-term goals instead of immediate setbacks.
Practical Implications of Affective Events Theory
- For Managers:
- Be aware of how workplace events influence employees’ emotions and behaviors.
- Implement policies that promote positive workplace interactions and emotional well-being.
- Address negative events promptly to prevent long-term dissatisfaction and disengagement.
- For Employees:
- Develop emotional intelligence to recognize and regulate reactions to workplace events.
- Foster a positive work culture by supporting colleagues and managing stress effectively.
- Seek constructive ways to handle emotional challenges rather than suppressing or over-expressing emotions.
- For Organizations:
- Establish support systems and resources to help employees manage workplace stress.
- Encourage open communication and provide training in emotional intelligence and conflict resolution.
- Design a work environment that fosters positive emotions and mitigates stress-inducing situations.
Definition and Importance
of Values
Values: Specific modes of conduct or end-states of existence that are personally or socially preferable to an opposite or converse mode of conduct or end-state of existence.
Two Types of Values (Rokeach, 1973):
1. Terminal Values: End goals or desired states of being (e.g., happiness, success, inner peace).
- Instrumental Values: Preferred actions or behaviors that help achieve terminal values (e.g., honesty, discipline, kindness).
Formation of Values
- Influenced by upbringing, culture, education, and work environment.
- Socialization processes shape values over time.
- Work culture and organizational values impact individual behavior in professional settings.
