PERSONALITY AND VALUES Flashcards
1
Q
big 5 predict best
A
- 3 types of task performance
- organizational citizenship
- counterproductive work behavior
2
Q
what is the best overall personality predictor for proficent task performance?
A
conscientiousness
3
Q
two specific conscientiousness traits that are the best predictors of proficent task performance
A
- industriousness
- dutiness
4
Q
industriousness
A
- achivement
- self-discipline
- purposefulness
5
Q
conscientious people set _________ goals and are more ___________________
A
- higher
- persistent
6
Q
conscientious peopke engage more in ___________________ and less in ___________________
A
- organizational citizenship
- counterproductive behavior
7
Q
conscientiousness is a weak predictor of
A
- adaptive performance
- proactive task performance
8
Q
adaptive task performance
A
- responding to change
9
Q
proactive task perfromance
A
- taking initiative toward something new
10
Q
which 2 traits of conscientiousness suppress adaptivity?
A
- orderliness
- dependability
11
Q
second best overall personality predictor of task performance
A
extraversion
12
Q
is extraversion MUCH WEAKER predictor comapred to conscientiousness?
A
yes
13
Q
which traits of the extraversion are the best predictors of the proficent task performance?
A
- assertiveness
- positive emotionality
14
Q
assertiveness is a good predictor of which 2 task performances?
A
- adaptive
- proactive
15
Q
the best 2 predictors of the proficent task performance
A
- conscientiousness
- extraversion
16
Q
assertive employees tend to
A
take initiative, easily adapt - they proactively initiate change
17
Q
what explains why effective leaders are in general more extraverted?
A
- tendency to influence others
- tendency to feel good in social settings
18
Q
agreeableness is a strong positive predictor of
A
organizational citizenship
19
Q
agreeableness negatively correlates with
A
counterproductive work behaviors
20
Q
agreeableness does not predict which tsk perfroamnces very weel?
A
- proficent
- proactive
21
Q
why agreeableness poorly predicts proactive and proficent task performance?
A
- lower motivation to set goals
- lower motivation to achive results
22
Q
is too high agreeableness good for sharing knowledge and motivation to help the team?
A
no - just higher
23
Q
those who score higher on agreeableness are more likely to
A
- share knowledge with their team
- help the team
24
Q
openess is a weak prediuctor of which task perfromance
A
- proficent
25
openess is a good predictor of which 2 types of performance
- adaptive
- proactive
26
the reason why those who score high on agreeableness are good in adaptive and proactive tasks
1. more curious
2. imagination
3. tolerance of change
27
emotional stability is one of the best predictors for
- adaptive performance
28
those who have higher emotional stability cope better with
- ambiguity
- uncertanity of change
29
those higher on neuroticism view change as a
threat
30
what about the emotional stability and proactive task performance?
still not enough information
31
higher is not always better indiates that the relationship between.....
personality and perfromance may be non-linear
32
is it good to have the highest scores on some traits?
yes, but it really depends on the task too
33
which mount of extraversion is the best for the sales jobs
moderate extraversion
34
which combination is the best for peer-rated contributions to teamwork
1. high extraversion
2. moderately high conscientiousness
3. mid-point agreeableness
35
what reinforces the fallacy that the personality is static?
labelling people
36
does Big 5 model cover our whole personality?
no, only a large part
37
is Big 5 relatively stable accross the cultures?
yes
38
when they were deciding which adjectives should be used for describing personality (while creating Big 5), which kind of adjectives were excluded?
- positive and negative valence ones
39
out of the traits with ___________________ and ___________________ ___________________ , Dark triad emerged
- positive and negative valence
40
'dark' in the dark triad means that these traits are
undesirable
41
M people have a strong motivation to get what they want
at the expense of others
42
peoople with high M believe ___________________ to be the natural and acceptable way to achive goals
DECIT
43
M people use ___________________ ___________________ tactics
undesirable influence
44
how often to people who score high on M empathize with others or trust others
seldom
45
People who score high on M have a cynical disregard of
moral principles
46
N have an excessive need for
attention
47
because N have an excessive need for attenton, they engage in
self-promotion and exhibitionism
47
because N have an excessive need for attenton, they engage in
self-promotion and exhibitionism
48
because N have an excessive need for attenton, they engage in
self-promotion and exhibitionism
49
N are initially
charming
49
N are initially
charming
50
some characteristics of N
- envious
- arogant
- schadenfrude
- low empathy
- exploit others to increase their own power and importance
51
N expploit others to
increase their own power and importance
52
schadenfreude
getting pleasure from other's misfortune
53
can N and M feel empathy? and P?
yes and yes
- no
54
what is the 'mask of psychopathy"
superficial charm, but are ANTISOCIAL, IMPULSIVE
55
fraudent thrill-seeking behavior is characteristic for
pscyhopathy
56
the chore characteristic of whe whole dark triad
dishonesty
57
what is the second chore characteristics of the dark triad?
undermining others for personal gain
58
organizational politics
using the influence tactics for personal gains at the expense of others and company
59
counterproductive work behaviors (CWB)
voluntary behaviors that have the potential to directly or indirectly harm the organization
60
are CWB voluntary?
yes
61
delibaretly working slowly to get overtime is an example of
CWB
62
stealing company's property is an example of the
CWB
63
which one is a better predictor of the CWB - Big 5 or Dark triad?
Big 5, but Dark triad can be a predictor to some extent
64
the dark triad is especially good at predicting
1. white-collar crimes
2. unethical misconduct
3. fraud
4. bullying
5. workplace aggression
65
poored both absolute and risk-adjusted investment returns are characterstic for the
dark triad
66
why do dark triad people take more risks?
- overconfidence
- disregard for consequences
67
do people with Dark Triad care about the consequences?
no
68
why are dark triad people disfunctional team members?
1. dont trust others
2. own goals at the expense of other's
69
when to dark triad people help others?
at the beginning - it serves the self-interest
70
why do dark triad people help others at the beginning
self-interest
71
can dark triad personality traits be helpful?
yes - moving up the positions on the work
72
fearless dominance is a component of
psychopathy
73
fearless of dominance is a predictor of
career success
74
why some argue that fearless of dominance should not be a part of psychopathy or dark triad at all?
it positively correlates with the career success, while psychopathy is not
75
extraversion and intraversion
getting energy
76
sensing and intuitive
perceiving information
77
thinking and feeling
making decisions
78
judging and perceiving
orienting to the external world
79
perceving information directly through 5 senses is charactersict for
sensning
80
sensing lies on the organized structure to acquire ____________ and ___________________ details
- factual
- quantitative
81
which details are preferred for sensing?
quantitative
82
intuition relies on the ___________________ to see the relationship between the variables
subjective experience
83
sensing vs intuition
- which one focuses on here and now and which one on future
here and now - sensing
- future - intuition
84
is MBTI a good predictor for the job performance?
no
85
MBTI can predict those who would prefer virtual vs face-to-face work, but cannot predict
how well the team develops
86
MBTI is questionable when it comes to predicting
LEADERSHIP
87
which approach is taken by MBTI when it comes to strengths and limitations of each personality?
neutral (balanced)
88
difference in the MBTI and Big 5 approaches
MBTI - neutral
Big 5 - views those with higher scores to be better
89
Big 5 is more difficult to apply in
1. coaching
2. development settings
90
Why is Big 5 more difficult to apply in coaching and development settings?
-views those with higher scores to be better
91
MBTI is based on the psychology of
Jung
92
is personality a better predictor of WORK BEHAVIOR or WORK PERFORMANCE
work performance
93
who tends to be the best candidtae - extremes or middle of some trait
middle
94
can personality instruments unfairly discriminate against specific groups of people?
yes
95
most personality dimesions are better estimated by OTHERS/SELF
others
96
the test score might not represnet individual's personality because
test takers often dont know what the company is looking for
97
is rating of the personality by others widely used?
not really
98
values
relatively stable, evaluative beliefs that guide a person's preferences for outcomes or courses of action in a variety of situations
99
values tell us what we ______________ do
should
100
values are perceptions about what is
good or bad
101
how people arrange values?
hierrarchy of preferences
102
value system is a
hierarchy of preferences
103
how are values reinforced?
through socialization, friends, personal experiences...
104
are values stable and long-lasting?
yes
105
personal values
only within the individual
106
shared values
groups of people who hold the same/similar values
107
cultural values
accross the society
108
what is the most important distinction between values and personality?
evaluative component of values
109
values tell us what we ______________ do, whilw personality tells us what we ______________ to do
should, tend
110
personality traits have a ______________ conflict with each other
MINIMAL CONFLICT (high agreeableness + high extraversion possible)
111
is conflict bigger for the values or personality?
values
112
which one is influenced more by socialization - values or personality
values
113
are values influenced by our genes?
yes
114
Schwarts values model has ______________ values clustered into ______________ categories and ______________ quadrants
- 57
- 10
- 4
115
4 quadrants
1. openness to change
2. conservation
3. self-enhancement
4. self-transcedence
116
openness to change
the extent to which a person is motivated to pursue innovative ways
117
self-direction includes
- creativity
- independent thought
118
stimulation includes
- excitement
- challenge
119
hedonism includes
- gratification of desires
- pleasure, enjoyment
120
openness to change includes
1. hedonism
2. self-direction
3. stimulation
121
conservation
person motivated to persevere status quo
122
self-enhancement is about how much a person is motivated by
self-interest
123
achivement
pursuit of personal success
124
power
dominance over others
125
self-enhancement includes
1. achievement
2. power
3. hedonism
126
hedonism is a part of
1. self-enhancement
2. openness to change
127
conformity
sticking to social norms
128
moderation and perseveration of status quo
tradition
129
self-enhancement refers to the
motivation to promote the welfare of OTHERS + NATURE
130
benevolence means
concern for others in one's life
131
universalism means
concern for the welfare and all people and nature
132
values directly motivate our actions by
shaping the relative attractiveness of the choices available
133
valence
attractiveness of choices
134
we experience more positive feelings toward alternatives that are
in line with out values
135
how do values indirectly motivate our behavior?
by framing our perception of reality
136
values indirectly notice our behavior means that they influence
1. whether we notice something
2. how we interpret sth
137
our decisions are affect by
how we see situations
138
we are motivated to act consistently with our
1. self-concept
2. self-presentation
139
if we act in a certain way, we want make sure that that is consistent with our
values --> consistent self-concept
140
the consistency of behaviours is more important for behaviours that
particularly underline that value
141
two reasons why connection between values and behavior is not as strong
1. situation (from MARS)
2. counter-motivational-forces
3. no active thinking about the values much of the time
142
why do we not actively think about the values much of the time?
abstract concepts
143
if daily decisions and actions occur routinely we do not tend to
evaluate their consistency with our values
144
we need to be ______________ of our values so they can guide our decisions and actions; especially ______________
reminded
- explicitly
145
3 groups in a study where students received a payment for each correct answer
1. marked by the experimenter
2. telling the experimenter their test scores (could lie)
3. telling the experimenter their test scores (could lie) + sentence that reminds them to be hones
146
results for a a study where students received a payment for each correct answer
- some cheated in the 2nd group
- in the 3rd group NO ONE chated
147
a study where students received a payment for each correct answer shows us that
people are more likely to apply their values if they are explicitly reminded
148
values congruence
how similar a person's values hierarchy is to the values hierarchy of employee's team or organization
149
an employee's values congruence with team members increases the
1. team cohesion
2. perfromance
150
congruence with organization's values increases
1. job satisfaction
2. loyalty
3. organisational citizenship
151
congruence with organization's values reduces
1. stress
2. turnover
152
is it the best if one's values and organization's values are totally congruent?
no, some congruence is needed!
153
employees who have diverse values often offer different perspectives and that leads to
better decision making
154
corporate cult means that there is too much
congruence
155
corporate cult undermines
1. creativity
2. organisational flexibility
3. business ethics
156
when asked what are the most important attributes of the leader, most people answered that it is
integrity
157
utilitarism
seek good for the greatest number of people
158
one problem is that utilitarism requires ––––––– analysis
cost-benefit analysis
159
utilitarism requires cost-benefit analysis and the problem is that
many outcomes are not measurable
160
anothe rproblem with utilitarism
it considers what is good for the majority, but what about the minority? it may oppose their values
161
individual rights
-everyone has the SAME set of the natural rights
162
set of the natural rights
1. freedom of movement
2. physical security
3. freedom of speech
4. fair trial
163
one proble. with the individual rights
they may conflict with each other
164
the individual rights extend beyond
legal rights to human rights (everyone granted by them as a moral norm of society)
165
legalr rights to human rights are granted for ................., by the .................
- everyone
- moral norm of SOCIETY
166
distributive justice
benefits and burdens of similar individuals should be the SAME or PROPORTIONAL
167
' individuals who contribute similarly to their work should be awarded the same' is the example of which ethical principle?
distributive justice
168
according to the distributive justice, when are the inequalities acceptable?
when they benefit the LEAST WELL-OFF f in society
169
problem with the distributive justice
1. agreeing on who is similar
2. agreeing on which factors are relevant
170
ethic of care
everyone must help those within their environment to GROW + SELF-ACTUALIZE
171
according to the ethic of care, everyone must help those within their environment to
1. grow
2. self-actualize
172
ethics of care recognize that caring for others is the
fundamental characteristic of humanity
173
utilitarism, individual rights and distributive justice emphasise which type of rules?
impartial
174
which rules are emphasised by ethic of care?
partial
175
what does it mean when we sat that ethic of care emphasises the partial rules?
we favour those with whom we have relationship
176
the ethics of care is a ......................, not a ......................
1. practice
2. set of principles
177
ethics of care examples
1. attentive to one's needs
2. empathy
178
empathy is best explained by which ethical principle?
ethic of care
179
what is the core principle of how organizations should work with their stakeholders and how leaders should serve the employees?
ETHICS OF CARE
180
moral intensity
degree to which an issue demands the application of the ethical principles
181
decisions with high moral intensity usually affect
many people
182
when is the moral intensity higher?
1. the consequences can be very good or bad
2. high degree of others that the outcomes are very good or bad
3. high probability that good or bad outcomes will occur
4. many people will experience the consequences
183
moral sensitivity
person's ability to recognise the PRESENCE of an ethical issue and determine its relative importance
184
people with high morl sensitivity are also quicker and more accurate to recognize the
moral intensity
185
moral sensitivity JUST means that people with higher ms will are more likely to ........................., but tells us nothing about ....................................
- recognize (un)ethical behavior
- their behaviro!
186
factors associated with moral sensitivity
1. expertise about the norms and rules
2. previous experience with specific moral dilemmas
3. ability to empathize with those affected by the decision
4. a strong self-view of being a morally sensitive person
5. a high degree of situational minfulness
187
past incidents likely generate .................. that trigger awareness of future ethical dilemmas
internal cues
188
who has higher moral sensitivity and why - men or women
- women because they have higher empathy
189
those who strongly define their MORAL IDENTITY tend to put more energy to maintain their
contigency
190
mindfulness
person's receptive + impartial ATTENTION to and AWARNESS of the present situation and one's own thoughts and emotions
191
why does minfulness increase moral sensitivity? because it involves
1. actively monitoring of the environment
2. being sensitive to our responses to that environment
192
mindfulness requires what in order to evaluate our thoughts and emotions?
skill + effort
193
what is our problem when it comes to mindfulness?
we tend to minimize the effort
194
employees fail to recognize many ethical violations because they
dont pay attention to those assumed to have high ethical standards
195
when it comes to the situational factors in which conditions is there a higher pressure from the top management to lie?
high-income/ banking executives (23%)
196
one of the most basic steps in supporting ethical behavior is to make a
code of ethical conduct
197
code of ethical conduct
a statement about:
1. desired activities,
2. rules of conduct,
3. organizations' relationship with stakeholders and environment
198
code of ethical conduct do little to reduce
unethical conduct
199
two ways to improve ethical conduct
1. train and regularely evaluate employees
2. code of ethical conduct
