Psychology Chapter 5: Personality Assessment

Assessing Personality

• Two common methods of assessing personality are self-report inventories and observer ratings, with observer ratings likely to be more accurate
• The MBTI framework categorizes individuals into 16 personality types based on four dimensions
• My personality type would be INFJ, indicating introversion, intuition, feeling, and judging
• The Big Five personality traits are extraversion, agreeableness, conscientiousness, neuroticism, and openness to experience
• Values are important in OB because they influence behavior, decision-making, and job satisfaction
• Values have two attributes: intensity and centrality
• Terminal values are desired outcomes, while instrumental values are means to achieve those outcomes

Diversity

• The two main levels of diversity are surface-level (demographic) and deep-level (psychological and behavioral)
• Stereotypes can lead to discrimination and misunderstandings in organizations
• Biographical characteristics like age, gender, and education can impact behavior and performance
• Intellectual ability is a person's capacity to process information and solve problems
• Intellectual ability is distinct from physical ability, which refers to manual skills and coordination
• Organizations can effectively manage diversity through training, inclusive policies, and diversity champions

Motivation

• The three key elements of motivation are intensity, direction, and persistence
• Maslow's Hierarchy is an early theory of motivation, still applicable today, but with limitations
• Goal-setting theory and self-efficacy theory are related, as setting challenging goals can enhance self-efficacy
• Expectancy theory states that motivation is based on beliefs about effort, performance, and outcomes

Groups and Teams

• Formal groups are established by organizations, while informal groups emerge naturally
• The punctuated-equilibrium model applies to teams, describing periods of stability and sudden changes
• Group cohesiveness can be increased through shared goals, communication, and social activities
• Status can come from formal positions, expertise, or personal characteristics
• Brainstorming and nominal group techniques are methods for generating ideas, with brainstorming being more free-flowing
• Teams can enhance creativity, productivity, and decision-making
• A group becomes a team when members work interdependently towards a common goal
• Four types of teams are problem-solving, creative, leadership, and virtual teams
• Effective teams have clear goals, good communication, and a supportive climate
• Managers can help individuals become team players by providing training and opportunities for collaboration

Leadership

• Traits of effective leaders include intelligence, extraversion, and conscientiousness
• The Ohio State leadership dimensions are consideration and initiating structure
• Trait theories focus on leader characteristics, while behavioral theories focus on leader actions
• The Fiedler contingency model states that leader effectiveness depends on the match between leader style and situational factors
• Charismatic leadership involves inspiring and motivating others through vision and personal charm
• Transformational leadership focuses on change and innovation, while transactional leadership focuses on task completion
• Trustworthy leaders demonstrate integrity, honesty, and fairness
• Leadership and power are distinct, with leadership focusing on influence and power focusing on authority
• Formal power comes from position, while personal power comes from expertise or relationship