Enduring Characteristics: Personality Traits
personality traits Enduring tendencies to feel, think, and act in certain ways.
The Big Five Personality Traits
five general traits or characteristics: extraversion, negative affectivity, agreeableness,
conscientiousness, and openness to experience
Trait Def Description
Extraversion The tendency to Managers who are high on extraversion
experience positive (often called extraverts) tend to be
emotions and sociable, affectionate, outgoing, and
moods and to feel friendly. Managers who are low on
good about oneself extraversion (often called introverts) tend
and the rest of the to be less inclined toward social
world. interactions and to have a less positive
outlook. Being high on extraversion may
be an asset for managers
Negative affectivity The tendency to Managers high on this trait may often
experience negative feel angry and dissatisfied and complain
emotions and about their own and others’ lack of
moods, to feel progress. Managers who are low on
distressed, and to negative affectivity do not tend to
be critical of oneself experience many negative emotions and
and others. moods and are less pessimistic and
critical of themselves and others
AGREEABLENESS The tendency to
get along well with
other people.
, CONSCIENTIOUSNESS The tendency to be Managers who are high on the
careful, scrupulous, conscientiousness continuum are
and persevering. organized and self-disciplined; those
who are low on this trait might
sometimes appear to lack direction and
self-discipline. Conscientiousness has
been found to be a good predictor of
performance in many kinds of jobs,
including managerial jobs
Openness to The tendency to be Managers who are high on this trait
experience original, have broad continuum may be especially likely to
interests, be open take risks and be innovative in their
to a wide range of planning and decision making
stimuli, be daring,
and take risks. Managers who are low on openness to
experience may be less prone to take
risks and more conservative in their
planning and decision making. In certain
organizations and positions, this
tendency might be an asset.
Other Personality Traits That Affect Manage
Managerial
rial Behaviour
internal locus of control
The tendency to locate responsibility for one’s fate within oneself.
external locus of control The tendency to locate responsibility for one’s fate in outside
forces and to believe one’s own behaviour has little impact on outcomes.
self-esteem The degree to which individuals feel good about themselves and their
capabilities.
need for achievement The extent to which an individual has a strong desire to perform
challenging tasks well and to meet personal standards for excellence.
need for affiliation The extent to which an individual is concerned about establishing and
maintaining good interpersonal relations, being liked, and having other people get along.
need for power The extent to which an individual desires to control or influence others
Values, attitudes, and moods and emotions
Values describe what managers are trying to achieve through work and how they think
they should behave. Attitudes capture their thoughts and feelings about their specific jobs
and organizations. Moods and emotions encompass how managers actually feel when
they are managing.
personality traits Enduring tendencies to feel, think, and act in certain ways.
The Big Five Personality Traits
five general traits or characteristics: extraversion, negative affectivity, agreeableness,
conscientiousness, and openness to experience
Trait Def Description
Extraversion The tendency to Managers who are high on extraversion
experience positive (often called extraverts) tend to be
emotions and sociable, affectionate, outgoing, and
moods and to feel friendly. Managers who are low on
good about oneself extraversion (often called introverts) tend
and the rest of the to be less inclined toward social
world. interactions and to have a less positive
outlook. Being high on extraversion may
be an asset for managers
Negative affectivity The tendency to Managers high on this trait may often
experience negative feel angry and dissatisfied and complain
emotions and about their own and others’ lack of
moods, to feel progress. Managers who are low on
distressed, and to negative affectivity do not tend to
be critical of oneself experience many negative emotions and
and others. moods and are less pessimistic and
critical of themselves and others
AGREEABLENESS The tendency to
get along well with
other people.
, CONSCIENTIOUSNESS The tendency to be Managers who are high on the
careful, scrupulous, conscientiousness continuum are
and persevering. organized and self-disciplined; those
who are low on this trait might
sometimes appear to lack direction and
self-discipline. Conscientiousness has
been found to be a good predictor of
performance in many kinds of jobs,
including managerial jobs
Openness to The tendency to be Managers who are high on this trait
experience original, have broad continuum may be especially likely to
interests, be open take risks and be innovative in their
to a wide range of planning and decision making
stimuli, be daring,
and take risks. Managers who are low on openness to
experience may be less prone to take
risks and more conservative in their
planning and decision making. In certain
organizations and positions, this
tendency might be an asset.
Other Personality Traits That Affect Manage
Managerial
rial Behaviour
internal locus of control
The tendency to locate responsibility for one’s fate within oneself.
external locus of control The tendency to locate responsibility for one’s fate in outside
forces and to believe one’s own behaviour has little impact on outcomes.
self-esteem The degree to which individuals feel good about themselves and their
capabilities.
need for achievement The extent to which an individual has a strong desire to perform
challenging tasks well and to meet personal standards for excellence.
need for affiliation The extent to which an individual is concerned about establishing and
maintaining good interpersonal relations, being liked, and having other people get along.
need for power The extent to which an individual desires to control or influence others
Values, attitudes, and moods and emotions
Values describe what managers are trying to achieve through work and how they think
they should behave. Attitudes capture their thoughts and feelings about their specific jobs
and organizations. Moods and emotions encompass how managers actually feel when
they are managing.
