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MPW > Chapter 1: Personality > Flashcards

Chapter 1: Personality Flashcards

1
Q

What is personality?

A

personality: A set of traits, characteristics, or preferences that pre-dispose us to think, feel, and behave in a certain way.

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2
Q

Why is understanding personality important?

A
  1. Self awareness (SIP)
    - Knowing your personality helps identifying your strengths and weaknesses of your preferred interpersonal style
  2. Improve Collaboration
    - give insights to fit for job
    - Understand and predict potential sources of conflict
  3. Predicts Performance
    - Predictor of interpresonal and individual behaviour
    - Predict leadership emergence and success
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3
Q

What’s good about being similar vs. diverse?

A 
Pros of being similar? (SLUT)
Team dynamics
► Speed and efficiency
► Less conflict
► Understanding
► Trust

►Homogeneity improves team
performance on repetitive tasks

Pros of being different? (LEDF)
Team dynamics
► Less “groupthink”
► Errors less correlated
► Diverse knowledge
► Fewer decision biases

►Heterogeneity improves team performance on creativity tasks

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4
Q

What type of personality similarity is

mostly bad for a team?

A

Ans: Too many Dominant Personalities

Found in NBA, over talent effect

  • When plotting team performance against Team percentage of top talent, found that it is a concave shape. Ie. too much talent does not equate to team success
  • This could also be due to the fact that NBA may have had a higher interdependence when compared to other sports like baseball which has a low interdependence
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5
Q

What was the conclusion found for wall street analyses as well?

A

Dominant personalities more likely to clash when they

have the same expertise

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6
Q

How does similarity attract?

A
  1. Across cultures
    ► Similarity increases romantic
    attraction in all cultures studied
  2. At work
    ► Personality similarity to coworkers and (especially
    supervisors) predicts getting
    promoted
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7
Q

What are the Big 5 personality traits?

A
  1. Openness to experience
  2. Conscientiousness
  3. Extraversion
  4. Agreeableness
  5. Neutoicism
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8
Q

What is openness to experience

A

► The inclination to be interested in new and/or unusual things

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9
Q

What is conscientiousness

A

► Interest in leading a structured life around task- and goaldirected behavior

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10
Q

What is extraversion

A

► The predisposition to get energy from being around others

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11
Q

What is agreeableness

A

► The tendency to place high value on getting along with others

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12
Q

What is neuroticism

A

The ability to regulate stress and emotion

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13
Q

Differences between Big 5 and MBTI

A

Similarities:

► Conscientiousness  Judging-Perceiving
► Agreeableness  Feeling-Thinking
► Openness  Intuition-Sensing
► Extraversion  Extraversion-Introversion

Differences:

Why Big 5 may be better:
► Emotional Reactions / Neuroticism not
covered by MBTI
► Big 5 has better psychometric properties
(factor structure, test-retest-reliability)

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14
Q

What are the characteristics of those with low scores for openness to experience?

A

► Down to earth, narrow range
of interests, practical/technical

Positives:
Have a good grasp of what is
happening on day-to-day
basis, good project managers

Negatives:
May not see the big picture, fixed
ideas about the world, too much
focused on here and now

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15
Q

What are the characteristics of those with high scores for openness to experience?

A

►Imaginative, artistic,
experimental, curious

Positives:
Creative, enjoy change,
tolerant new ideas

Negatives:
Changes opinion often, doesn’t
care about procedures, can
appear inconsistent

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16
Q

How to manage yourself and others with low scores of openness to experience

A

For yourself:

► Involve others to challenge
you and help you brainstorm

For others:

► Provide them data

17
Q

How to manage yourself and others with high scores of openness to experience

A

For yourself:

► Work on plans and
practicalities

For others:
► Be creative; ready to brainstorm
► Give big picture first

18
Q

What are the characteristics of those with low scores for conscientiousness?

A

► Spontaneous, flexible,
disorganised, careless

Positives:
Responsive to changing
needs, easy going, relaxed
outlook

Negatives:

Easily distracted, chaotic and
messy (some say less
reliable)

19
Q

What are the characteristics of those with high scores for conscientiousness?

A

► Efficient, organized, strong
sense of duty, self-disciplined

Positives:
Reliable, hard worker with
high drive, very structured,
perfectionists

Negatives:
Workaholic, can be hard on
others, obsessive about control

20
Q

How to manage yourself and others with low scores of conscientiousness

A

Manage yourself:

► Impose structure on yourself
(e.g., ask others for help)

Manage others:

► Provide structure; realize
things might take longer

21
Q

How to manage yourself and others with high scores of conscientiousness

A

Manage yourself:

► Increase social awareness,
step back, learn to delegate

Manage others:

► Be organized and on time, cover
all the points, don’t waste time

22
Q

What are the characteristics of those with low scores for extraversion?

A

► Reserved, serious, prefers
privacy, perceived as loners

Positives:
Think carefully, they are non-disruptive effective listeners

Negatives:

Smaller networks, difficulties
motivating others, often
misunderstood, perceived as
unfriendly

23
Q

What are the characteristics of those with high scores for extraversion?

A

► Outgoing, sociable, talkative,
assertive, dominant

Positives:

They are (initially) liked, good
networkers, inclusive
`

Negatives:

Act before they think, they don’t
listen, have no time, can
bulldoze others, dislike solitary
confinement

24
Q

How to manage yourself and others with low scores of extraversion

A

Manage yourself

► Work on high-level social
behavior (“Hi!” goes a long way)

Manage others

► Give more written feedback,
spend more time listening
► Allow them to work alone

25
Q

How to manage yourself and others with high scores of extraversion

A

Manage yourself

► Think twice when you think
you have something important
to say

Manage others

► Need to create opportunities for
them to listen

26
Q

What are the characteristics of those with low scores for agreeableness?

A

►Skeptical, tough-minded
competitive, impersonal

Positives:

Thick skinned, outcomefocused, ask tough questions,
make difficult decisions

Negatives:

Alienate others, often get into
conflict, foster distrust in
others

27
Q

What are the characteristics of those with high scores for agreeableness?

A

► Compassionate, co-operative,
friendly, tolerant, trusting

Positives:
Good at building relationships,
caring, and charitable

Negatives:
Predictable to others, easily
taken for a ride, avoid conflict,
can’t make difficult decisions

28
Q

How to manage yourself and others with low scores of agreeableness

A

Manage yourself:

► Get feedback from others
► Ask questions, actively listen

Manage others:

► Ask what they think (not feel)
► Be prepared for disagreement

29
Q

How to manage yourself and others with high scores of agreeableness

A

Manage yourself:

► Work on difficult conversations
(e.g., role play) or outsource

Manage others:

► Be prepared to be sensitive,
encouraging and positive

30
Q

What are the characteristics of those with high scores for neuroticism?

A

► Calm, patient, even-tempered,
self-confident, resilient to stress

Positives:

Always cool, good in crises,
stable, get things done, and
bounce back from failures

Negatives:

Perceived as dull, indifferent,
insensitive, and unaware of
others’ feelings

31
Q

What are the characteristics of those with low scores for neuroticism?

A

► Anxious, irritable, moody, low
self-esteem, sensitive to stress

Positives:

Easy to read their emotions,
will not allow team to get
complacent, stress-meters

Negatives:

Stress out everyone else, too
nervous, burnout prone, take a
lot of time & energy to manage

32
Q

How to manage yourself and others with low scores of neuroticism

A

Manage yourself:

► Get regular feedback from
others (you can take it!)

Manage others:

► Be very direct with feedback
(“sledgehammer”)

33
Q

How to manage yourself and others with high scores of neuroticism

A

Manage yourself:

► Manage stress
► Practice getting feedback

Manage others:

► Be careful, tailor feedback to
their mood

34
Q

How do the big 5 traits affect leadership performance

A
  • Only 50% shaped by genes, the other 50% comes from life experiences
  • Those who emerge and are effective as leaders are more likely
    conscientious, emotionally stable, open-minded extraverts
35
Q

How is personality affected by context?

A

Climbing the hierarchy

Neurotransmitter changes with
hierarchical rank
► As animals and humans gain
(lose) power and status, their
serotonin levels elevate (drop)
Serotonin affects personality

► Serotonin relaxes people,
makes them more extraverted,
assertive, and confident

  • However Big 5 is less predictive in military than business setting

MPW (8 decks)

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