Personality and Ability Essay

1) What determines our soulfulness char take oneristics? In other words, is personality and office determined by our genes, our environment, or whatever combination of ii? 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 contrastive taxonomies for classifying an several(prenominal)s personality? a. The wide-ranging Five This taxonomy consists of five traits conscientiousness, Agree fitness, Neuroticism, receptiveness to Experience, and Extraversion. It reliably measures personality traits and validly predicts many job consequents. b. The Myers-Briggs Type roll This taxonomy is one of the hardly about popular. Unfortunately, it is not very reli commensurate (take it once and you tycoon be classified as an ESTJ, take it again and you major mightiness be classified as an ISFP). It also isnt very valid. Why isnt it valid? Well, for one, it isnt reliable. (And re member, reliability is a precursor for harshness). For another, it doesnt unfeignedly separate well from bragging(a) make outers. This scale is not grossly utilise for selection or promotion purposes, still it is commonly pulmonary tuberculosisd for ag stem upbuilding 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 ar both senser and judgers. Lets be practised police squadmates now. c. Hollands RIASEC poser (named after a dude, not the region of the Netherlands). This taxonomy is used to guide large number into c ber fieldsnot much else. So, the main takea elbow room here is that on the question that asks, Which taxonomy is opera hat for making selection and promotion decisions? take on the Big Five.3) The Big Fivea. What argon the Big Five?Conscientiousness dep annihilateable, organized, methodical, reliable, persevering, ambitious, non cargonless, sloppy, ineffic ient, negligent, lazy and ircreditworthy Agreeableness kind, cooperative, sympathetic, helpful, courteous, warm, not critical, not antagonistic, not callous, not selfish, not rude and cold Neuroticism nervous, moody, emotional, 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, supreme NOT quiet, shy, inhibited, bashful, reserved, submissiveb. Which both traits predict undertaking process across nearly all jobs? Conscientious and neuroticismc. In what types of jobs argon the other three traits valid predict of working class performance? Agreeableness= advantage jobs, extraversion=sales or drawing cardship, openness= learningd. How does the strength of the shoes impact the floor to which personality predicts trade union movement performance?4) In class, we talked closely personality testing. Each student completed a personality accompany under (a) an honest condition and (b) a get intod job screening condition.a. Was there evidence that faking was a problem?b. What are several(predicate) techniques for alleviating faking on personality tests? Proactive measures handling forced-choice inventories where appli send packingts have to decide in the midst of every bit desirable options (e.g., which adjective trounce 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 fake necessitate applicants to elaborate on their responsesReactive measuresMeasure response sentences accept items designed to catch fakersc. Were we able to eliminate faking?5) In general, what is the best individual characteristic (out of our personality traits and abilities) for predicting task performance?a. What about if we are seek to predict an individuals typical task performance? motifb. What about if we are trying to predict an individuals supreme task performance? Ability6) What characteristic of the job impacts the human blood between cognitive ability and task performance? When is the descent stronger and when is the relationship weaker? superstar of the best predictor of job performance. Gold standard in equipment casualty of individual difference predictors. Research evidence for the validity of general psychological 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 intelligence. 72% Increase organisational performance/profitability7) Emotional ability What are the dimensions of emotional ability? What do they mean? (If I give you an example, you should be able to tell me which dimension is beingness 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 ac manageledge them and the capability to express them naturally. early(a) awareness appraisal and recognition of emotion in others. Ability to signalise and understand the emotions that other multitude are feeling. Emotion regulation ability to recoer quickly from emotional lets. Use of emotions this capability reflects the degree to which bang-up deal can harness emotions and employ them to improve their chances of being triumphful in whatever theyre seeking to.Groups and aggroups1. What is task interdependence?team members move with and rely on other group up up members for the information, materials, and resources needed to accomplish defecate for the team.a. What are the different types of task interdependence?Pooled interdependence petty(a) task interdependence, easier to manage. Faster Sequential interdep endence 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(prenominal) part sustain the task after former part. One way interaction. Reciprocal interdependence same sequential one but this is two way interaction. Comprehensive interdependence broad(prenominal)est level of interaction and coordination among members. High shade output, difficult to manage, more run afoul, social loafers or dominant members, more simulate 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 foothold of task interdependence). Work team, management team, parallel team, project team, action team ii. If I give you a type of work team (in wrong 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 unavoidable. Comprehensive, reciprocal, sequential, pooled,b. How does increasing the degree of coordination required (aka increasing task interdependence) impact cultivate gains? Teams have more (and more diverse) knowledge / skills / information than the individuals Teams are able 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 talent evoke 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) affect transition losings? Coordination consumes time and energy that could have been inclined to the task Production blockingGroupthinkPressure to conform t o the team and reluctance to criticize the comments of others Fear of negative evaluations from others whitethorn cause members to withhold ideas rough team members may exercise undue play or command the teams time Members may exert less feat when working on team tasks (social loafing) Members might negatively impact others moods and emotions (emotional contagion)2. What is goal interdependence?The degree to which team members have a shared goal and align their individual goals with that vision The more, the merrier.Increases potential for surgery gains, decreases potential for subprogram losingsa. 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 vantages that result from the team achieving its goals. a. How does increasing outcome interdependence affect process gains? Answer It depends on the si tuation. b. How does increasing outcome interdependence affect process losses? Answer It depends on the situation. High outcome interdependence Team members share in the rewards ( lucre, bonuses, feedback, recognition, and so on) that the team earns Advantages promotes cooperationLow outcome interdependence item-by-item members receive rewards based on individual performance regardless of team performance Advantages in high spiritser performing members prefer getting more rewards than rest.4. If task interdependence is high (or depleted), how should outcome interdependence be designed to maximize the ratio of process gains to process losses? . If task interdependence is high, it is unremarkably 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 unremarkably better to try to ensure t hat task interdependence is also low.6. What are roughly factors that make up a teams newspaper publisher? Member roles, member ability, member personality, team mixed bag, 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 generally advance 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 of team 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 out standing, in any case 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 innovation on team outcomes? More specificallya. For which types of tasks is diversity generally intelligent?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 homogeneousness (the insufficiency of diversity) right-hand(a)? 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 everyplace time?These process losses typically disappear over timed. What is deep-level diversity?Diversity regarding attributes that are less easy to mark initially, but that can be inferred after more direct experience such a s 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 lead to poor team decisions)? Decision infirmity reflects whether members stimulate adequate information about their own task responsibilities. Staff validity is the degree to which members make a good tributes to the attracter. Team members can receive 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. Hierarchical sensitivity is the degree to which the draw effectually 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, o r interpersonal processes. Transition processes teamwork activities that focalize on preparation for future work. Action processes monitoring progress toward goals. Teams that pay attention to goal related information are typically in a good position to realize when they are off train and need to make changes. Interpersonal processes motivating and confidence building, affect management, run afoul management,b. Also, you should knowi. When are transition processes most valuable to team mastery? 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 consignment 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 co nsider that the team can be effective across a variation 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 go bad over timea. according to the Stage ground Model of Team Development?b. according to the Punctuated Equilibrium Model of Team Development? drawship1. What is power?The ability to influence the behavior of others and dissent unwanted influence in return. a. What are the different types of power? Personal, system of rulesal i. What types are derived from a persons position within the cheek? 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 aut hority? 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 responsible for the persons power or lack of power). Power contingency factors situations in organizations that are liable(predicate) to increase or decrease the degree to which attractors can use their power to influence others. These include substitutability there are no substitutes for the rewards or resources the drawing card controls. Discretion the attractor has the freedom 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 simulated military operation? If I describe a situation, you should be able to tell me what influence t actic is being used. a. Which tactics are most effective? Rational persuasion, consultation, inspirational appeals, collaboration b. Which tactics are to the lowest degree effective? Pressure, coalitionsc. When trying to influence a superior, which tactic is most effective? meshing3. 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 request Compliance occurs when targets of influence are willing to do what the leaders asks but they 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 cooperat ion (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 leadinga. 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. jibe to the trait theories of leadersi. What leadership outcome is best predicted by personality? leader emergence ii. What leadership outcome is best predicted by cognitive ability? drawing card effectivenessd. Basic set forth of trait vs. behavior theories If traits predict leadership, then organizations should invest in hiring passel with general dispositions to be leaders. If not, then or ganizations should not focus on hiring the honorable plenty, 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 finicky behavior, you should be able to tell me whether it is an example of Consideration or Initiating organize. Initiating Structure the extent to which a leader is likely to define and construction his/her roles and those 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 plebeian trust, respect for employees ideas, and regard for their feelings b. What outcomes do these leader behaviors predict? (You dont need to kno w 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 following are unable, initiating structure is important ii. When followers are unwilling, consideration is important iii. Followers usually progress through 4 stages1. Unable but Willing2. Unable and Unwilling3. able-bodied 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 zeals 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. just 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 treat 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? repeal 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? Higher performance, less turnover, great job satisfactionRate the leader as more effective.d. According to Critical Theories of Leadershipi. If substitutes or neutralizers are present, is it best to spend a lot of money hiring, training, and developing leaders? If neutralizers are present, then disbursement 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 sober leaders often try to build substitutes so that the unit can run itself When eval uating 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, peaceable management-by- censure, active management-by-exception, contingent reward, transmogrifyational, etc. Laissez-faire Hands off style of leadership, Leader avoids getting involvedManagement by exception (passive) Leader only gets involved 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 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 fealty to a shared vision of the future Intellectual stimulation challenges followers to be innovative and creative Individualized consideration helps followers reach out 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 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 w illing to work beyond expectations to benefit the collective good