Personality Traits A the Conscientious Essay

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Extroverted managers enjoy most high-stress decision-making situations. They may are prone to the errors typical of managers who make decisions quickly and rely on biases and heuristics, but the stress level of the situation is less a factor. These managers are more stressed by having to spend long hours researching and carefully considering decisions. They will have made up their mind early in the process and not understand the point of progressing further.

Open managers are stressed most by routine decisions. Such decisions are viewed a tedious, and will therefore receive less attention. This leads to decision-making that fails to consider the full scope of information.

Agreeable managers are stressed by situations that are antagonistic in nature. Decisions that have a negative impact on others, such as layoffs, cause them the most stress. They are prone to delay on such decisions and may choose to mitigate the damage they cause rather than go through with the requested number of layoffs. They can become overly rational in situations where they may cause harm to others.

c) I have had experiences with many managerial types. Highly neurotic managers are a non-starter for me, having experienced that before. In my experience, I respond well to agreeable managers. These types of managers take the time to build a consensus with me and understand my perspective. This leads to a high level of cooperation.

Assertive managers are more difficult. They tend to be less conscientious than I, and less open. Their decisions can be puzzling at times, and ill-considered. Their communication styles do not always suit me either, but part of that is an association I have between extraversion and egotism.

I have little experience with open managers. My work experiences have not put me into contact with this type much. I believe that I would respond well to working under such a person, since I have a high openness score myself. The projects may take too long to complete and not be driven by objectives, but the experience would be pleasurable.

Having worked for conscientious managers before, I prefer not to in the future. I can be conscientious at times, but not to the satisfaction of this managerial type. Conflict results most often with this type, and they can be overly fussy about details to the extent that the end objective is ignored. I find any degree of conscientiousness above my own to border to perfectionism, something that has been shown to be highly detrimental to effective decision-making.

I definitely change my own decision-making style when presented with different managers. I find myself being more conscientious when working for an extroverted manager, since I end up taking on the role as the voice of reason. That said, for decisions that are less interesting to me on a personal level, I am more than happy to lean on their rules of thumb.

I change the least for a conscientious manager. I find that style of decision-making overly at odds with my own, and hold tightly to my own style. I view the conscientious managers for whom I have worked as being overly detail-oriented and become more aggressive in placing emphasis on the end result than the process.

I tend to match agreeable managers with an increase in my own agreeableness. If they are willing to understand my perspective, I am more than willing to make an effort to that effect myself.

Works Cited:

Cox, B., Borger, S., Taylor, S., Fuentes, K., Ross, L. (1999). Anxiety sensitivity and the five-factor model of personality. Behavior Research and Therapy. Vol. 37, 7, 633-641.

Hartman, R. & Betz, N. (2007). The five factor model and career self-efficacy: General and domain-specific relationships. Journal of Career Assessment. Vol. 15, 2, 145-161.

Matthews, G., Emo, A., Funke, G., Zeidner, M., Roberts, R., Costa, P. & Schulze, R. (2006). Emotional intelligence, personality and task-induced stress. Journal of Exp Psychol Appl. Vol.12, 2, 96-107.

Page, J., Bruch, M. & Haase, R. (2008). Role of perfectionism and five-factor model traits in career indecision. Personality and Individual Differences. Vol. 45, 8, 811-815.

Tversky, A. & Kahneman, D. (1974). Judgment under uncertainty: Heuristics and biases. Science. Vol. 185, 4157, 1124-1131.

Whiteside, S. & Lynam, D. (2001). The…[continue]

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