individual differences: personality and intelligence dr joan harvey dr george erdos
TRANSCRIPT
Individual differences:Individual differences:personality and personality and
intelligenceintelligence
Dr Joan Harvey
Dr George Erdos
Personality theories
Trait theories– Most important development – Cattell 16 PF, Eysenck 3 factors etc – Leads to personality profiling using semantic
differential type scales– Linked to Big Five
Personality theories Narrow band theories
– Tolerance of ambiguity– Locus of control – Type A and Type B– Learned helplessness– Adaptation and coping– Self efficacy– Achievement, affiliation, power– Innovator-adaptor
Holland– Conventional, realistic, investigative, enterprising,
social, artistic
Personality theories: the Big Five
Elements which are relevant to management– Neuroticism
• Insecure, emotional, hypochrondriacal
– Extraversion introversion• Sociable, person orientated, fun loving
– Openness• Curious, creative, innovative vs. traditional
– Agreeableness• Trusting, helpful vs. gullible, cynical
– Conscientiousness• Self disciplined, ambitious vs. hedonistic, lazy
Personality theories: issues Construct validity Predictive validity Content and face validity Ipsative versus normative measures Test interpretation Social desirability Effects of mood and affect
Distant 1 2 x 3 4 5 6 attentive
Emotionally stable 1 2 3 x 4 5 6 unstable
Dominant 1 2 3 4 x 5 6 submissive
Trusting 1 2 x 3 4 5 6 suspicious
Forthright 1 2 x 3 4 5 6 discreet
Expedient 1 2 x 3 4 5 6 Rule conscious
Serious 1 2 3 4 x 5 6 Lively
Self-assured 1 2 x 3 4 5 6 apprehensive
Group orientated 1 2 3 4 5 x 6 Self reliant
Relaxed, patient 1 2 x 3 4 5 6 Tense, impatient
Personality : summary
Difficult to measureTests used extensivelyProblems in relating to work performanceIt is what managers say they are looking for in
graduatesProbability that personality interacts with
attitudes and motivationResults therefore often disappointing
Intelligence 1– General intelligence “g”
• General, related to managerial performance
– Types of intelligence [Sternberg]
• Analytical & higher order processing; knowledge acquisition
• Experiential & creative & insightful; responsive to new stimuli; ability to synthesise
• Practical & adaptive; can change or modify environment to meet goals
Intelligence 2
– Components of intelligence and aptitudes• Numerical, systems, verbal, spatial, mechanical,
clerical
– Assessment of intelligence• Management graduate level tests
– Forced choice in some cases
– Contain items that measure logic, information-processing, etc.
Emotional Intelligence
Developed as an answer to problem that intelligence is only a partial predictor of success in management, and something else needed to explain– Includes:
• Emotionality, self awareness, empathy, motivation and drive, long/short term orientation, some social skills of leadership.
– Issues in EI• A variety of measures available to measure it
• Which within EI are social skills that can be learned?
• Which are permanent traits and cannot be learned- if so, need to be considered when recruiting
Safety intelligence
Skills and traits of senior executive managers in relation to safety
Involves trust, commitment, ethical and moral values
Transformational leadership [rather than transactional]
Abilities and understanding regarding– Information – Safety risks to the organization– Decision making
(Kirwan, 2008)
Why should we look at SI?Why should we look at SI? … managers can change and improve existing
corporate culture by establishing safety – recognisable for all staff members – as high priority. ” (German Federal Bureau of Aircraft Accidents Investigation, 2004)
Management commitment is one of the main drivers of employees safety performance (Michael, Evans, Jansen & Haight, 2005)
Management is one of the most frequent used safety climate factors (Guldenmund, 2000)
R & S exercise
Main R & S methods
Interviews– 1 to 1, 2 to 1, panel of several to 1
Tests– Intellect, systems, aptitudes, personality, interests, management
style, stress responses.
Exercises– Group activities such as LGDs– Scenario analyses– In-tray exercises
Case study analyses Presentation exercises
Validities of assessment
methods
taken from Robertson IT and Smith MJ (2001) Personnel Selection.
Journal of Organizational and Occupational Psychology Vol
74: 441-472
R & S exercise
You are organizing an assessment centre for 5 jobs that involve providing computer support to senior management decision-making, including some diagnostics, strategy analyses, writing reports and recommendations. The areas are sensitive commercially and security is an issue.
You are to plan a 3 day assessment centre for 30 applicants. You have a team of 8 people altogether to help with this, to conduct interviews, run exercises, score up the results.
You MUST allow enough time for each of the activities.
Thank you for listening
Joan Harvey George Erdos