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Chapter 2:

Personality and

Person-Environment

Fit

What Is Personality?

• Personality has been defined as “regularities in

feeling, thought and action that are

characteristic of an individual.” (Snyder, 1998)

Scandura, Essentials of Organizational Behavior 2e. © SAGE Publications, 2019. 2

What is Personality? (Cont.)

• Understanding your own personality and the

personalities of others is critical

• Personality and other individual differences are

relatively stable over the life course

Scandura, Essentials of Organizational Behavior 2e. © SAGE Publications, 2019. 3

What Is Personality? (Cont.)

• Personality is linked to social behavior in

organizations

• Personality may affect our work habits and how

we interact with our co-workers

• Personality and most individual differences aren’t

like other areas of organizational behavior

Scandura, Essentials of Organizational Behavior 2e. © SAGE Publications, 2019. 4

What Is Personality? (Cont.)

• Individual differences must be understood, and

leaders must work with them rather than try to

change people

• “Personality Clash”

Scandura, Essentials of Organizational Behavior 2e. © SAGE Publications, 2019. 5

What Is Personality? (Cont.)

• Role of Heredity

• Can a brilliant engineer who is introverted change

his personality and become an extraverted

visionary leader?

• Are personality traits inborn or learned?

Scandura, Essentials of Organizational Behavior 2e. © SAGE Publications, 2019. 6

What is Personality? (Cont.)

• Minnesota Twin Studies

• These twins tell us a great deal about the

contribution of heredity

• 50% of the variation in occupational choice is due

to heredity

• 40% of the variance in values related to work

motivation attributed to heredity

• 60% of the variance was due to the environment

Scandura, Essentials of Organizational Behavior 2e. © SAGE Publications, 2019. 7

What Is Personality? (Cont.)

• Implications for a leader

• Most psychologists believe that personality is a

relatively stable individual difference

• Instead of trying to change a coworker’s

personality, learn about personality differences

• Understand how different personalities operate at

work, and work effectively with different types

Scandura, Essentials of Organizational Behavior 2e. © SAGE Publications, 2019. 8

What Is Personality? (Cont.)

• Leaders: Are They Born or Made?

• One question that arises is whether leaders are

born to greatness or if leadership can be acquired

by anyone

• Leadership is most likely a combination of inborn

traits and learned behavior

Scandura, Essentials of Organizational Behavior 2e. © SAGE Publications, 2019. 9

Myers-Briggs Type Indicator

• The Myers-Briggs Type Indicator (MBTI) is the

most often administered personality test

• A popular approach with organizations and is

used by Hallmark, GE, and many other large

organizations in their leadership training and

development programs

Scandura, Essentials of Organizational Behavior 2e. © SAGE Publications, 2019. 10

Myers-Briggs Type Indicator (Cont.)

• The MBTI is based upon four general personality preferences:

• Introversion (I) versus extraversion (E): Extraverts tend to be outgoing; introverts tend to be shy

• Sensing (S) versus intuition (N): Sensing types tend to be practical; intuitive people tend to be “idea people”

• Thinking (T) versus feeling (F): Thinking types tend to use logic; feeling types tend to use emotion

• Judging (J) versus perceiving (P): Judging types tend to make quick decisions; perceiving types tend to be more flexible

Scandura, Essentials of Organizational Behavior 2e. © SAGE Publications, 2019. 11

Myers-Briggs Type Indicator (Cont.)

• Limitations of the Myers-Briggs Type Indicator

• If you take the test again, you may not receive the

same score

• Whether people are actually classifiable into the 16

categories is questionable

Scandura, Essentials of Organizational Behavior 2e. © SAGE Publications, 2019. 12

Myers-Briggs Type Indicator (Cont.)

• How the Myers-Briggs Type Indicator Is Used

in Organizations

• For conflict resolution and team building

• In management training programs and classrooms

• It takes all types of people for teams and

organizations to be effective

Scandura, Essentials of Organizational Behavior 2e. © SAGE Publications, 2019. 13

The Big Five

• Openness

• Conscientiousness

• Extraversion

• Agreeableness

• Neuroticism

Scandura, Essentials of Organizational Behavior 2e. © SAGE Publications, 2019. 14

The Big Five (Cont.)

Scandura, Essentials of Organizational Behavior 2e. © SAGE Publications, 2019. 15

Personality Traits and Health Research

• Type A--aggressive, competitive, may have

more health problems such as cardiovascular

disease

• Type B--relaxed, easy going, not likely to have

as many health problems

Scandura, Essentials of Organizational Behavior 2e. © SAGE Publications, 2019. 16

Personality Traits and Health Research (Cont.)

• Study respondents were classified into Type A

and Type B personalities based o the following

questions: • Do you feel guilty if you use spare time to relax?

• Do you need to win in order to derive enjoyment from

games and sports?

• Do you generally move, walk, and eat rapidly?

• Do you often try to do more than one thing at a time?

Scandura, Essentials of Organizational Behavior 2e. © SAGE Publications, 2019. 17

Personality Traits and Health Research (Cont.)

Scandura, Essentials of Organizational Behavior 2e. © SAGE Publications, 2019. 18

Other Relevant Personality Traits

• Machiavellianism

• Ends justifies the means

• Pragmatic

• Emotional Dissonance

Scandura, Essentials of Organizational Behavior 2e. © SAGE Publications, 2019. 19

Scandura, Essentials of Organizational Behavior 2e. © SAGE Publications, 2019. 20

Other Relevant Personality Traits (Cont.)

• Self-Monitoring

• “Self-observation and self-control guided by situational

cues to social appropriateness” (Snyder, 1974)

• Ability to adjust his/her behavior to external situational

factors

• Consistent displaying their feelings and attitudes

regardless of situation

Scandura, Essentials of Organizational Behavior 2e. © SAGE Publications, 2019. 21

Other Relevant Personality Traits (Cont.)

• Self-Monitoring

• High self-monitors receive higher performance ratings,

and become leaders, but have lower organizational

commitment.

• High self-monitors develop better working relationships

with bosses than low self-monitors

• High self-monitors achieve more rapid career mobility

since they are able to attain central positions in the

powerful networks in the organization

Scandura, Essentials of Organizational Behavior 2e. © SAGE Publications, 2019. 22

Other Relevant Personality Traits (Cont.)

• Risk-Taking

• “Any purposive activity that entails novelty or danger

sufficient to create anxiety in most people. Risk taking can

be either physical or social, or a combination of the two.”

(Levenson, 1990)

Scandura, Essentials of Organizational Behavior 2e. © SAGE Publications, 2019. 23

Other Relevant Personality Traits (Cont.)

• Risk-Taking

• Taking a chance on the unknown

• Examples: rock climbers, firemen, entrepreneurs

• Risk-taking declines across the life span

• When resources are scarce, people continue to assume

risk to compete for resources

Psychological Capital

• Positive organizational behavior (POB) is “the

study and application of positive-oriented

human resource strengths and psychological

capacities that can be measured, developed,

and effectively managed for performance

improvement in today’s workplace.” (Luthans,

2002, p.59)

Psychological Capital (Cont.)

• Psychological capital (PsyCap) has been shown to be positively related to employee empowerment and engagement

• PsyCap is more than “what you know” or “who you know” it is focused on “who you are” and “who you are becoming”

• Just like we have financial capital, these state- like qualities represent the value of individual differences at the workplace

Psychological Capital (Cont.)

• Efficacy--belief in oneself

• Optimism--being positive

• Hope--seeing the pathways to the future

• Resiliency--ability to “bounce back”

Psychological Capital (Cont.)

Core Self-Evaluations

• Core self-evaluations (CSE) are defined as

“fundamental premises that individuals hold

about themselves and their functioning in the

world.” (Judge, 1998)

Core Self-Evaluations (Cont.)

• Core self-evaluations relate to job satisfaction and job performance

• Positive core self-evaluations predicts employee voice

• Positive relationships exist between core self- evaluations and higher salaries

• Higher core self-evaluations are associated with early job success

• Core self-evaluations show concept of self-worth translate into net worth

Person-Environment Fit

• Person-Environment (PE) Fit--when an

individual’s personality is aligned with their

environment, it results in job satisfaction,

organizational commitment, and better

performance on the job

• Two types of Person-Environment Fit: • Person-Organization (PO) fit

• Person-Job (PJ) fit

Person-Environment Fit (Cont.)

• Person-Organization (PO) fit

• Match between a person’s individual values and

those of the organization they work for

• Employees who will “fit in” with the organizational

culture

• Employees feel a sense of psychological ownership

for their work

• Good fit is the result of better communication,

increased productivity, interpersonal attraction, and

trust in the organization

Person-Environment Fit (Cont.)

• Person-Job (PJ) Fit

• Job characteristics are aligned with employees'

personality, motivations, and abilities

• PJ Fit is comprised of two forms: • Demands-abilities (DA) fit

• Needs-supplies (NS) fit

Person-Environment Fit (Cont.)