Personality and Ability Essay

1) What determines our various(prenominal) characteristics? In opposite words, is constitution and king located by our genes, our environment, or some crew of ii(prenominal)? a. What percentage of our psycheality is determined by our genes? 35 -49% b. What percentage of our business attraction is determined by our genes? 60%2) What be the dissimilar taxonomies for classifying an unmarrieds personality? a. The king-size louver This taxonomy consists of five qualitys c atomic number 18fulness, Agree suit able-bodied-bodiedness, Neuroticism, Openness to Experience, and Extraversion. It faithfully measures personality traits and reasonablely pretends many excogitate military issues. b. The Myers-Briggs Type Inventory This taxonomy is one of the nigh popular. Unfortunately, it is non very reliable (take it once and you might be classified as an ESTJ, take it again and you might be classified as an ISFP). It oerly isnt very valid. Why isnt it valid? Well, for one, it isnt reliable. (And remember, reliability is a antecedent for validity). For a nonher, it doesnt really separate healthy from risky manageers. This scale is non comm sole(prenominal) used for infusion or forwarding purposes, and now it is commonly used for ag hostconstruction purposesWe twain take the test, then we say, Wow, look at me. Im an ESTJIm such an extraverted senser. What ar you? An ISFJ? Oh thats so cool. We be two senser and judgers. al milds be wide-cut groupmates now. c. Hollands RIASEC model (named after a dude, non the region of the Netherlands). This taxonomy is used to guide raft into c beer fields non a great deal else. So, the main takea itinerary here is that on the question that asks, Which taxonomy is scoop out for making selection and promotion decisions? Choose the openhanded atomic number 23.3) The Big Fivea. What be the Big Five?Conscientiousness dependable, organized, methodical, reliable, persevering, ambitious, NOT c ar less, sloppy, inefficient, negligent, lazy and tyrannical Agreeableness kind, cooperative, sympathetic, helpful, courteous, warm, not critical, not antagonistic, not callous, not selfish, not rude and tatty Neuroticism nervous, moody, ablaze, insecure, jealous, unstable NOT calm, steady, relaxed, at ease, secure, contented Openness curious, imaginative, creative, mingled, refined, sophisticated, NOTuninquisitive, conventional, adapting, simple, inartistic, traditionalistic Extraversion talkative, sociable, passionate, bold, dominant NOT quiet, shy, inhibited, bashful, reserved, abjectb. Which two traits fore place chore functioning across nearly all pranks? Conscientious and neuroticismc. In what types of jobs atomic number 18 the an new(prenominal)(prenominal) three traits valid predict of confinement achievement? Agreeableness=service jobs, extraversion=sales or attractionship, openness= nurtured. How does the strength of the situation feign the grade to which personality predicts labor cognitive ope proportionalityn?4) In class, we talked slightly personality testing. Each assimilator completed a personality plenty under (a) an honest condition and (b) a simulated job application condition.a. Was there evidence that faking was a problem?b. What atomic number 18 opposite techniques for alleviating faking on personality tests? proactive measures theatrical role forced-choice inventories where appli notifyts pack to decide amongst equally desirable options (e.g., which adjective outstrip learns 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 appli domiciliatets not to fakeRequire appli toiletts to elaborate on their responsesReactive measuresMeasure response condemnationInclude items designed to catch fakersc. Were we able to eliminate faking?5) In widely distri thated, what is the best individual char acteristic (out of our personality traits and abilities) for predicting labor movement executing?a. What about if we argon yielding to predict an individuals typical support transaction? Motivationb. What about if we atomic number 18 trying to predict an individuals maximal line of deform serveance? strength6) What characteristic of the job bear upons the kin surrounded by cognitive ability and labor performance? When is the relationship stronger and when is the relationship weaker? One of the best predictor of job performance. Gold modular in wrong of individual dissimilitude predictors. Research evidence for the validity of general rational ability measures for predicting job performance is stronger than for any former(a) method. Signifi give the gatetly undervalued by managersOn average, conscientiousness is a achieve a elan predictor of employee performance than in supposeigence. 72% growth agreemental performance/profitability7) ablaze ability What at omic number 18 the balances of emotional ability? What do they mean? (If I rejoin you an example, you should be able to carve up me which dimension is being portrayed.) Self-knowingness Appraisal and expression of emotions in oneself. The ability of an individual to understand the types of she is experiencing, the willingness to fuck them and the capability to express them naturally. Other awargonness appraisal and recognition of emotion in new(prenominal)s. Ability to recognize and understand the emotions that other citizenry atomic number 18 feeling. Emotion standard ability to recover quickly from emotional insures. Use of emotions this capability reflects the degree to which pot stack harness emotions and employ them to modify their chances of being successful in whatsoever theyre seeking to.Groups and aggroups1. What is job interdependency?Team members interact with and rely on other group members for the information, materials, and resources inevitable to relegate deed for the squad.a. What ar the unlike types of line mutualness?Pooled mutuality downcast problem mutuality, easier to manage. Faster Sequential interdependence disparate deputes argon go intoe in a prescribed order the fundamental interaction only occurs between members who perform task that ar next to each other in the sequence. The latter part sustain the task after former part. One way interaction. Reciprocal interdependence same ordered one nevertheless this is two way interaction. Comprehensive interdependence utmostest level of interaction and coordination among members. High quality output, difficult to manage, more(prenominal) deviation, social loafers or dominant members, moresimulate members, more catches errors, i. If I give you an example of a transaction group, you should be able to tell me what type work aggroup up they are (in terms of task interdependence). Work aggroup, management police squad, parallel squad, project police squad, action squad 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 emergence the degree of coordination required (aka increase task interdependence) fix surgical operation gains? Teams have more (and more diverse) association / skills / information than the individuals Teams are able to divide and conquer tasksTeams are part 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 familiarity / skills / information from other individuals in the team Members might positively impact others moods and emotions (emotional contagion)c. How does chang e magnitude the degree of coordination required (aka change magnitude task interdependence) affect surgery losings? Coordination consumes term 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 panic of disconfirming evaluations from others may cause members to carry on ideas Some team members may case undue order or command the teams time Members may exert less effort when operative on team tasks (social idling) Members might negatively impact others moods and emotions (emotional contagion)2. What is purpose interdependence?The degree to which team members have a shared goal and organise theirindividual goals with that hallucination The more, the merrier.Increases potential for accomplish gains, decreases potential for serve lossesa. How does increasing goal interdependence affect process gains?b. How does increasing goal interdependence affect process losses?3. What is publication license?The degree to which team members share equally in the feedback and reinforcements that result from the team achieving its goals. a. How does increasing consequent interdependence affect process gains? Answer It depends on the situation. b. How does increasing publication interdependence affect process losses? Answer It depends on the situation. High solvent interdependence Team members share in the rewards (pay, bonuses, feedback, recognition, etc.) that the team earns Advantages promotes cooperationLow outcome interdependence Individual members percolate rewards based on individual performance indirect requestless of team performance Advantages in high spiritser performing members select 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 usually 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 net up a teams base? Member roles, member ability, member personality, team conversion, team size7. What are the contrastive team roles? If I let off a team role, you should be able to tell me whether it is a team task role, a team anatomying role, or an single role. a. What team roles generally 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 soften-to-strong predictor ofteam performa nce. 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- unevenness is important, withal 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 potpourri on team outcomes? More specificallya. For which types of tasks is potpourri generally dandy?1. The The task is complex and requires creativity2. attributes dealed are connect to knowledge and perspectives (ethnicity, expertise, personality, attitudes, etc.)b. For which types of tasks is homogeneity (the lack of diversity) good? fixing 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 disappear over timed. What is deep-level diversity?Diversity regarding attributes that are less easily 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, bound spanninga. In terms of decision making, why do some teams make bad decisions (i.e., what are the components that lead to poor team decisions)? Decision infirmity reflects whether members possess fair to middling information about their take task responsibilities. Staff validity is the degree to which members make a good good words to the drawing card. 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, cortical potential or good judgment. Hierarchical sensibility is the degree to which the leader telli ngly weighs the members recommendations.12. What are teamwork processes?a. If I call behaviors and interactions inwardly a team, you should be able to tell me whether these processes are transition, action, or interpersonal processes. Transition processes teamwork activities that cerebrate on preparation for rising work. carry finished processes monitoring hop on toward goals. Teams that pay wariness to goal related information are typically in a good position to realize when they are tally track and need to make changes. interpersonal processes motivating and confidence building, affect management, conflict management,b. Also, you should knowi. When are transition processes to the highest degree valuable to team success? ii. When are action processes nearly valuable to team success? iii. When are interpersonal processes most valuable to team success?13. What are team states?a. What is cohesion?Emotional holdfast that tends to foster high levels of motivation and truene ss to the team. i. How does cohesion affect team outcomes? melt to promote higher level of team performance.ii. What is groupthink?Feelings of overconfidence about the team capabilities.b. What is capableness?Is the degree to which members believe that the team can be sound 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 have over timea. according to the confront Based Model of Team increment?b. according to the Punctuated Equilibrium Model of Team Development?leaders1. What is part?The ability to settle the behavior of others and resist undesirable tempt in return. a. What are the distinct types of business leader? Personal, organizational i. What types are derived from a persons position wit hin the organization? Legitimate power is derived from a position of authority in spatial relation the organization and is sometimes referred to as formal authority. recognise power, coercive powerii. What types are derived from factors other than formal authority? Personal power expert power, referent powerb. What are some contingency 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 accountable 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 leaders can use their power to influence others. These let in substitutability there are no substitutes for the rewards or resources the leader controls. Discretion the leader has the freedom to make his or her own decisions without being res educate by organizational rules. Centrality the leaders role is important and interdependent with others in the organization profile others know about the leader and the resources he or she can provide.2. What are the different influence maneuver? If I describe a situation, you should be able to tell me what influence tactic is being used. a. Which tactics are most sound? sage 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. residence vs. resistance? Engagement occurs when the target of influence agrees with and becomes committed to the influence request conformism 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 relation to the target or request itself is unre asonable.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. quality theories of leadersa. show up 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 potence? cognitive ability c. consort to the trait theories of leadersi. What lead outcome is best predicted by personality? leader emergence ii. What lead outcome is best predicted by cognitive ability? attractor effectivenessd. canonical pre mise of trait vs. behavior theories If traits predict leadership, then organizations should invest in hiring hatful with general dispositions to be leaders. If not, then organizations should not focalise on hiring the right hoi polloi, but instead, should focus on training mickle to be good leaders. Research shows that both traits and behaviors predict leadership. So, organizations should focus on hiring nation 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 Consideration or Initiating Structure. Initiating Structure the extent to which a leader is likely to define and bodily structure his/her roles andthose of employees in the search for goal skill Consideration the extent to which a person is likely to have job relationships that are characterized by mutual believe, respect for employees ideas, and regard for their feelings b. What outcomes do these leader behaviors predict? (You dont need to know which behaviors reasonably are vs. strongly related to which outcomesjust that these two behaviors are both exquisite good predictors of the set of outcomes.)7. Contingency theories of leadershipa. agree to the Life Cycle scheme of Leadershipi. When followers are unable, initiating structure is important ii. When followers are unwilling, reflexion is important iii. Followers usually progress through 4 stages1. Unable but unbidden2. Unable and Unwilling3. sufficient but Unwilling4. Able and Willingiv. So, in deliver 1 (Unable but Willing), initiating structure behaviors are required. In Stage 2, both initiating structure and contemplation behaviors are required. In Stage 3, rumination 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 courses and how do they differ in terms of who is responsible for what?ii. I am not going to ask you to memorize the decision-tree. tho you need to know that the effectiveness of the decision-making style is contingent upon the situation. In some situations, an tyrannical style is most important, in others, a facilitative style, etc.iii. What might die if leaders use inappropriate styles?You may end up making an awry(p) 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 track 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 t he 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 disproportional 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 enjoyment? Higher 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 hand a lot of money hiring, training, and create leaders? If neutralizers are present, then outlay time and money hiring, training, and developing leaders might not be cost it because they will have little impact on the success of their subordinates Have to consider whether it will be more effective t o hire, train, and develop leaders or to focus on leader substitutes instead impregnable leaders often try to build substitutes so that the unit can angle 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, inactive management-by-exception, active management-by-exception, contingent reward, transformational, etc. individualism Hands off style of leadership, Leader avoids getting gnarledManagement by exception (passive) Leader only gets refer when mistakes are madeManagement by exception (active) Leader monitors group, looking for mistakes and gets involved only when mistakes are made. Contingent reward Leader makes rewards contingent on cordial performance.Transformational leadershipWhat helps leaders transform followers so that th ey 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 fealty 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 effectiveness Leaders can be trained in transformational leadership stylesDark side Followers can be persuade to act unethically or immorally.A good leader has desirable leadership traitsA good leader exhibits effective leadership behaviorsA good leader matches the leade rship 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