The Academy series is our take on some of the key ideas that arise when trying to bridge the gaps between business and education.
In order to drive team members towards high performance, managers need to understand the underlying reasons for another's behavior.
Personality is defined in a variety of ways: an individual’s habitual way of responding; an individual’s behavioral and emotional characteristics, generally found to be stable over time and in a variety of circumstances; stable physical and mental characteristics responsible for person’s identity. The list goes on.
Early research into personality defined individual behavior and decisions as a function of a few limited characteristics. Since then, researchers have identified far more functions for behavior. However, a basic understanding of this fundamental concept can help to increase a manager's effectiveness.
A note on perspectives: when thinking about personality, it's useful to identify the perspective from which behavior is viewed:
- Internal: processes within an individual that explain why he/she behaves in characteristic ways
- External: how the individual is perceived by others with whom they interact (reputation)
The Big Five
The Five Factor model of personality is one of the most recognized. Developed in the 1970's, it codifies personality along five different spectra:
- Extraversion: degree to which an individual tolerates sensory stimulus from people/situations
- Agreeableness: degree to which an individual defers to others
- Conscientiousness: degree to which an individual pushes towards goals
- Emotional Stability: degree to which an individual responds to stress
- Openness to Experience: degree to which an individual is open to new experiences
Locus of Control
A useful heuristic for understanding not just personality but also motivation, Locus of Control is the degree to which an individual takes personal responsibility for their behavior and its consequences:
- Internal: belief that events and consequences are within control; attempt to exert control over work setting, responds better to incentive rewards
- External: belief that events and outcomes are beyond personal control
Self Concept
In keeping with the internal perspective, self-concept is one's perspective of self as a physical, social, and spiritual being.
- Self Esteem: one's sense of worth based on self evaluation
- Self Efficacy: one's belief in one's own ability to successfully complete a task
- Self Monitoring: observing one's own behavior and adapting it to the situation
- Self Management: consciously controlling the learning process of taking environmental cues and adapting cognitive processes
Biases
Two biases are helpful to understand the link between internal and external perspectives on personality:
- Fundamental Attribution Bias: tendency to attribute behavior of another to that person's personal characteristics, ignoring the impact of external factors
- Self Serving Bias: tendency to take more personal responsibility for success than for failure (to which one attributes external factors)
Application
Understanding different aspects of personality isn't enough for managers and leaders to drive their teams towards greater effectiveness. But it's a start. As a manager, it's your duty to understand the individuals on your team. How do they deal with stress? How open are they to change and new experiences? Do they believe in their own abilities? Do they read situations well and respond to them in real time? How do they deal with failure?
Ultimately, one of your goals as a manager is to find and develop those individuals who are capable of managing teams of their own. You won't know the answer to that and other questions until you take the time to get to know your team, and their unique personalities.
Sources and Resources
Thought Leaders
Resources
- Kreitner, R., & Kinicki, A. (1998). Organizational behavior. Boston, MA: Irwin/McGraw-Hill.
- Natemeyer, W. E., & Gilberg, J. S. (1989). Classics of organizational behavior. Danville, IL: Interstate Printers.