Personality and Ability Essay

1) What determines our somebody characteristics? In other words, is record and ability determined by our genes, our environment, or some combine of both? a. What percentage of our personality is determined by our genes? 35 -49% b. What percentage of our ability is determined by our genes? 60%2) What argon the different taxonomies for classifying an individuals personality? a. The Big Five This taxonomy consists of five traits Conscientiousness, Agree subject-bodiedness, Neuroticism, b arness to Experience, and Extraversion. It reliably measures personality traits and validly count ons many job outcomes. b. The Myers-Briggs Type Inventory This taxonomy is one of the most popular. Unfortunately, it is non very reliable (take it once and you cogency be classified as an ESTJ, take it again and you exponent be classified as an ISFP). It also isnt very valid. Why isnt it valid? Well, for one, it isnt reliable. (And remember, reliability is a precursor for validity). For another , it doesnt really separate well from bad performers. This scale is not commonly used for selection or promotion purposes, but it is commonly used for squadbuilding purposesWe both take the test, then we say, Wow, look at me. Im an ESTJIm such an extraverted senser. What be you? An ISFJ? Oh thats so cool. We are both senser and judgers. Lets be good squadmates now. c. Hollands RIASEC imitate (named after a dude, not the region of the Netherlands). This taxonomy is used to guide people into career fieldsnot much else. So, the main takea course here is that on the question that asks, Which taxonomy is best for making selection and promotion decisions? Choose the Big Five.3) The Big Fivea. What are the Big Five?Conscientiousness dependable, organized, methodical, reliable, persevering, ambitious, NOT careless, sloppy, inefficient, negligent, inactive and irresponsible Agreeableness kind, cooperative, sympathetic, helpful, courteous, warm, not critical, not antagonistic, not callo us, not selfish, not rude and cold Neuroticism nervous, moody, stirred up, insecure, jealous, unstable NOT calm, steady, relaxed, at ease, secure, contented Openness curious, imaginative, creative, complex, refined, sophisticated, NOTuninquisitive, conventional, conforming, simple, inartistic, traditional Extraversion talkative, sociable, passionate, bold, dominant NOT quiet, shy, inhibited, bashful, reserved, submissiveb. Which two traits cry chore cognitive operation across nearly all jobs? Conscientious and neuroticismc. In what types of jobs are the other three traits valid predict of caper performance? Agreeableness=service jobs, extraversion=sales or deceaseership, openness= acquired. How does the strength of the situation impact the grad to which personality predicts labour performance?4) In class, we talked most personality testing. Each student completed a personality survey under (a) an honest condition and (b) a simulated job application condition.a. Was there evidence that faking was a problem?b. What are different techniques for alleviating faking on personality tests? Proactive measuresUse forced-choice inventories where appli stick outts have to decide mingled with equally desirable options (e.g., which adjective best describes you ambitious or helpful?) Use conditional reasoning tests (rather than ask about your personality, ask questions then infer your personality based on your responses) Warn applicants not to fakeRequire applicants to elaborate on their responsesReactive measuresMeasure response timesInclude items designed to catch fakersc. Were we able to eliminate faking?5) In global, what is the best individual characteristic (out of our personality traits and abilities) for predicting lying-in performance?a. What about if we are trying to predict an individuals typical proletariat performance? Motivationb. What about if we are trying to predict an individuals maximal assign performance? Ability6) What characteristic of t he job impacts the blood between cognitive ability and task performance? When is the relationship stronger and when is the relationship weaker? One of the best predictor of job performance. Gold standard in terms of individual difference predictors. Research evidence for the validity of general mental ability measures for predicting job performance is stronger than for any other method. Significantly undervalued by managersOn average, conscientiousness is a better predictor of employee performance than in reassureigence. 72% Increase organisational performance/profitability7) excited ability What are the dimensions of emotional ability? What do they mean? (If I give you an example, you should be able to promise me which dimension is being portrayed.) Self-awareness Appraisal and expression of emotions in oneself. The ability of an individual to understand the types of she is experiencing, the willingness to acknowledge them and the capability to express them naturally. Other awa reness assessment and recognition of emotion in others. Ability to recognize and understand the emotions that other people are feeling. Emotion regulation ability to recover quickly from emotional run acrosss. Use of emotions this capability reflects the degree to which people can harness emotions and employ them to improve their chances of being successful in whatever theyre seeking to.Groups and squads1. What is task mutuality?Team members interact with and rely on other squad members for the entropy, materials, and resources needed to accomplish work for the team.a. What are the different types of task interdependence?Pooled interdependence low task interdependence, easier to manage. Faster Sequential interdependence different tasks are done in a prescribed order the interaction only occurs between members who perform task that are next to each other in the sequence. The latter part sustain the task after former part. One way interaction. Reciprocal interdependence same se quential one but this is two way interaction. Comprehensive interdependence highest take of interaction and coordination among members. High quality output, fractious to manage, more conflict, social loafers or dominant members, moresimulate members, more catches errors, i. If I give you an example of a work team, you should be able to tell me what type work team they are (in terms of task interdependence). Work team, management team, parallel team, project team, action team ii. If I give you a type of work team (in terms of task interdependence), you should be able to tell me how their members interact iii. You should also be able to rank the task interdependence types in terms of the degree of coordination required. Comprehensive, reciprocal, sequential, pooled,b. How does increasing the degree of coordination required (aka increasing task interdependence) actuate impact gains? Teams have more (and more diverse) knowledge / skills / information than the individuals Teams are a ble to divide and conquer tasksTeams are better at catching errors than the individual who proposed the idea Teams are better at creating and enforcing production normsTeams might stimulate individuals to perform betterTeams might stimulate a sense of belongingnessMembers might learn knowledge / skills / information from other individuals in the team Members might positively impact others moods and emotions (emotional contagion)c. How does increasing the degree of coordination required (aka increasing task interdependence) print process losses? Coordination consumes time and energy that could have been devoted to the task Production blockingGroupthinkPressure to conform to the team and reluctance to criticize the comments of others Fear of negative evaluations from others may cause members to withhold ideas Some team members may exercise undue influence or monopolize the teams time Members may exert less effort when working on team tasks (social loafing) Members might negatively i mpact others moods and emotions (emotional contagion)2. What is goal interdependence?The degree to which team members have a shared goal and align theirindividual goals with that vision The more, the merrier.Increases strength for process gains, decreases potential for process lossesa. How does increasing goal interdependence affect process gains?b. How does increasing goal interdependence affect process losses?3. What is outcome independence?The degree to which team members share equally in the feedback and rewards that result from the team achieving its goals. a. How does increasing outcome interdependence affect process gains? Answer It depends on the situation. b. How does increasing outcome interdependence affect process losses? Answer It depends on the situation. High outcome interdependence Team members share in the rewards (pay, bonuses, feedback, recognition, etc.) that the team earns Advantages promotes cooperationLow outcome interdependence Individual members receive re wards based on individual performance regardless of team performance Advantages higher performing members prefer getting more rewards than rest.4. If task interdependence is high (or low), how should outcome interdependence be designed to maximize the ratio of process gains to process losses? . If task interdependence is high, it is commonly better to ensure that outcome interdependence is also high5. If outcome interdependence is high (or low), how should task interdependence be designed to maximize the ratio of process gains to process losses? If outcome interdependence is low, it is usually better to try to ensure that task interdependence is also low.6. What are some factors that make up a teams composition? Member roles, member ability, member personality, team diversity, team size7. What are the different team roles? If I explain a team role, you should be able to tell me whether it is a team task role, a team building role, or an individualistic role. a. What team roles gene rally benefit the team? What team role is generally negative? Whereas Task role and team building role benefit the team, individualistic roles are generally negative.8. What is the relationship between team cognitive ability and team performance? a. When is this relationship stronger?In general, a teams cognitive ability is a moderate-to-strong predictor ofteam performance. As the task becomes more complex, the strength of the relationship between a teams cognitive ability and its performance increases. 9. What is the best combination of team members in terms of a. Conscientiousness- variance is important, as well much is bad b. Extraversion-variance is important, too little variance can be bad c. Agreeableness- minimum is important, no members are too low.10. What is the impact of diversity on team outcomes? More specificallya. For which types of tasks is diversity generally good?1. The The task is complex and requires creativity2. attributes considered are related to knowledge and perspectives (ethnicity, expertise, personality, attitudes, etc.)b. For which types of tasks is homogeneity (the lack of diversity) good? Regular work, low task complexity, requires efficiencyc. What is surface-level diversity?Diversity regarding observable attributes such as race, sex, and age. i. How does it impact process losses over time?These process losses typically fade over timed. What is deep-level diversity?Diversity regarding attributes that are less easy to observe initially, but that can be inferred after more direct experience such as attitudes, values, and personality i. How does it impact process losses over time?These process losses usually increase over time11. What are task work processes?Creative behavior, decision making, boundary spanninga. In terms of decision making, why do some teams make bad decisions (i.e., what are the components that impart to poor team decisions)? Decision infirmity reflects whether members possess adequate information about their ow n task responsibilities. Staff validity is the degree to which members make a good recommendations to the attraction. Team members can possess all the information needed to make a valid recommendation but then fail to do so because of a lack of ability, insight or good judgment. Hierarchicalsensitivity is the degree to which the draw in effect(p)ly weighs the members recommendations.12. What are teamwork processes?a. If I describe behaviors and interactions within a team, you should be able to tell me whether these processes are transition, action, or interpersonal processes. Transition processes teamwork activities that focus on preparation for future work. Action processes monitoring come up toward goals. Teams that pay attention to goal related information are typically in a good position to realize when they are off cart track and need to make changes. Interpersonal processes motivating and confidence building, affect management, conflict management,b. Also, you should kno wi. When are transition processes most valuable to team success? ii. When are action processes most valuable to team success? iii. When are interpersonal processes most valuable to team success?13. What are team states?a. What is cohesion?Emotional attachment that tends to foster high levels of motivation and loyalty to the team. i. How does cohesion affect team outcomes?Tend to promote higher level of team performance.ii. What is groupthink?Feelings of overconfidence about the team capabilities.b. What is potency?Is the degree to which members believe that the team can be stiff across a variety of situations and tasks. i. How does potency affect team outcomes?When a team has a high potency, members are confident that their team can perform well. Vice versa. c. What are mental models?Level of common understanding among team members with regard to importantaspects of the team and its task. 14. How do teams develop over timea. according to the stagecoach Based sit of Team Developm ent?b. according to the Punctuated Equilibrium Model of Team Development?Leadership1. What is power?The ability to influence the behavior of others and resist unwanted influence in return. a. What are the different types of power? Personal, organizational i. What types are derived from a persons position within the organization? Legitimate power is derived from a position of authority inside the organization and is sometimes referred to as formal authority. Reward power, coercive powerii. What types are derived from factors other than formal authority? Personal power expert power, referent powerb. What are some hazard factors that influence whether or not a person has power? (If I describe a situation, you should be able to tell me what contingency is responsible for the persons power or lack of power). Power contingency factors situations in organizations that are likely to increase or decrease the degree to which leading can use their power to influence others. These include sub stitutability there are no substitutes for the rewards or resources the leader controls. Discretion the leader has the granting immunity to make his or her own decisions without being restrained by organizational rules. Centrality the leaders role is important and interdependent with others in the organization visibility others know about the leader and the resources he or she can provide.2. What are the different influence tactics? If I describe a situation, you should be able to tell me what influence tactic is being used. a. Which tactics are most effective?Rational persuasion, consultation, inspirational appeals, collaboration b. Which tactics are least effective? Pressure, coalitionsc. When trying to influence a superior, which tactic is most effective? Engagement3. What are the different responses to influence tactics?a. What influence tactics often lead to internalization/engagement vs. compliance vs. resistance? Engagement occurs when the target of influence agrees with and becomes committed to the influence pass Compliance occurs when targets of influence are willing to do what the leaders asks butthey do it with a degree of ambivalence. Resistance target refuses to perform the influence request. Influencer power is low relative to the target or request itself is unreasonable.4. What are the different conflict resolution techniques?a. What types of outcomes do we expect from the different techniques? Competing high assertiveness, low cooperation (win-lose)Avoiding low assertiveness, low cooperation (lose-lose)Accommodating low assertiveness, high cooperation (lose-win) collaboration high assertiveness, high cooperation (win-win) the best outcome Compromise moderate assertiveness, moderate cooperation (win-lose) easy and common 5. Trait theories of leada. Out of the Big Five and cognitive ability, which two traits are the strongest predictors of leader emergence? Conscientiousness and extraversion b. Out of the Big Five and cognitive ability, which trait is the strongest predictor of leader effectiveness? cognitive ability c. correspond to the trait theories of leadingi. What leadership outcome is best predicted by personality? leader emergence ii. What leadership outcome is best predicted by cognitive ability? Leader effectivenessd. Basic premise of trait vs. behavior theories If traits predict leadership, then organizations should invest in hiring people with general dispositions to be leaders. If not, then organizations should not focus on hiring the right people, but instead, should focus on training people to be good leaders. Research shows that both traits and behaviors predict leadership. So, organizations should focus on hiring people that are predisposed to be better leaders and then training these people how to be the best leaders they can be.6. Behavior theories of leadershipa. What are the two general categories of leader behaviors? If I describe a particular behavior, you should be able to tell me whether it is an example of reflexion or Initiating Structure. Initiating Structure the effect to which a leader is likely to define and structure his/her roles andthose of employees in the search for goal attainment Consideration the extent to which a person is likely to have job relationships that are characterized by mutual trust, respect for employees ideas, and regard for their feelings b. What outcomes do these leader behaviors predict? (You dont need to know which behaviors moderately are vs. strongly related to which outcomesjust that these two behaviors are both pretty good predictors of the set of outcomes.)7. Contingency theories of leadershipa. According to the Life Cycle Theory of Leadershipi. When followers are unable, initiating structure is important ii. When followers are unwilling, consideration is important iii. pursual usually progress through 4 stages1. Unable but Willing2. Unable and Unwilling3. Able but Unwilling4. Able and Willingiv. So, in Stage 1 (Unable but Willing), initiating structure behaviors are required. In Stage 2, both initiating structure and consideration behaviors are required. In Stage 3, consideration behaviors are required. And in Stage 4, since the group is both willing and able, neither initiating structure nor consideration behaviors are necessarily requiredthe team will excel on its own. b. According to the Time-Driven Model of Leader Decision-Making Styles i. What are the different decision-making styles and how do they differ in terms of who is responsible for what?ii. I am not going to ask you to check the decision-tree. But you need to know that the effectiveness of the decision-making style is contingent upon the situation. In some situations, an autocratic style is most important, in others, a facilitative style, etc.iii. What might happen if leaders use inappropriate styles?You may end up making an incorrect decisionThe decision-making process may be inefficient (take more time or cost more money) The subordinates may not buy in to the decisionc. According to Leader-Member Exchange TheoryLeaders get by different subordinates differently and the effectiveness of a leader is contingent on the relationship between the leader and the particular member(s) i. Who gets invited into the in-group?Those who are competent, likeable, and more similar to the leader in terms of attitudes and values. ii. What are the advantages of being in the in-group?More trusted, receive a disproportionate amount of the leaders attention, receive special privileges iii. What are the disadvantages of being in the in-group? Rise and fall with the success of the leader.iv. How do people in the in-group differ from people in the out-group in terms of performance, turnover, and satisfaction? high performance, less turnover, greater job satisfactionRate the leader as more effective.d. According to Critical Theories of Leadershipi. If substitutes or neutralizers are present, is it best to shed a lot of money hiring, training, a nd developing leaders? If neutralizers are present, then spending time and money hiring, training, and developing leaders might not be worth it because they will have little impact on the success of their subordinates Have to consider whether it will be more effective to hire, train, and develop leaders or to focus on leader substitutes instead Good leaders often try to build substitutes so that the unit can run itself When evaluating leader performance, it is important to determine whether success (or failure) is due to the leader or to substitutes and neutralizers. e. What are the different leadership styles? If I explain a leader, you should be able to tell me whether the leader is using a laissez-faire, passive management-by-exception, active management-by-exception, contingent reward, transformational, etc. Laissez-faire Hands off style of leadership, Leader avoids getting involved management by exception (passive) Leader only gets involved when mistakes are madeManagement by e xception (active) Leader monitors group, looking for mistakes and gets involved only when mistakes are made. Contingent reward Leader makes rewards contingent on favorable performance.Transformational leadershipWhat helps leaders transform followers so that they are willing to work beyond expectations to benefit the collective good? Idealized influence provides a vision and a sense of mission, instills pride, gains respect and trust Inspirational motivation fosters enthusiasm for and commitment to a shared vision of the future Intellectual stimulation challenges followers to be innovative and creative Individualized consideration helps followers achieve their potential through coaching, development, and mentoring f. What are the factors that separate transformational leaders from other leaders? Followers of transformational leaders work harder and are more committed to the group and organization Transformational leadership is strongly related to leader emergence and leader effective ness Leaders can be trained in transformational leadership stylesDark side Followers can be convinced to act unethically or immorally.A good leader has desirable leadership traitsA good leader exhibits effective leadership behaviorsA good leader matches the leadership behavior to the situation A good leader guides individuals and motivates them to perform at a high levelA great leader transforms followers so that they are willing to work beyond expectations to benefit the collective good