However, the authors also found that agreeableness is most strongly correlated with affective and normative commitment, especially in collectivistic cultures. On the other hand, the authors found that the traits of emotional stability, extraversion, and openness to experience had negative relationships with continuance commitment. I will use this article in my research to bolster my claims related to personality diversity and reaching organizational goals.
Article: Colbert, A.E., Barrick, M.R. & Bradley, B.H. (2013). Personality and leadership composition in top management teams. Personnel Psychology 67(2): 351-387.
Link: DOI: 10.1111/peps.12036
Annotation: Whereas the majority of studies focus on employee traits and how those impact organizational goals, this research by Colbert, Barrick & Bradley (2013) shows how senior management personality diversity impacts the ability for the organization to reach its goals. Based on upper echelons theory, this research measures both personality traits and leadership styles. Interestingly, the trait of conscientiousness is negatively correlated with organizational performance and also with transformational leadership. However, transformational leadership was associated with higher levels of organizational commitment among the employees/followers. The results also show that personality diversity at the upper echelons of the organization mitigate CEO-specific leadership traits. It is important to incorporate research on senior management as well as employees to show how personality traits at various levels of the organization will affect performance objectives.
Article: Fischer, R. & Boer, D. (2014). Motivational basis of personality traits. Journal of Personality 83(5): 491-510.
Link: DOI: 10.1111/jopy.12125
Annotation: This article is unique in that it uses empirical methods to measure the correlations between personality traits and individual values. The authors use a meta-analysis method taking into account studies in the 10 Values model and the Big Five personality model. All together, the studies comprised 9,935 participants, making this meta-analysis meaningful and groundbreaking in this area of research. The results did present several meaningful relationships between personality and values, even when situational variables like perceptions of threat were controlled for. Threats weakened the value-personality relationships. Most importantly, personality traits like openness were linked with value dimensions like conservation; agreeable personality traits were linked with the value of transcendence. The implications for my research are to show how different personality types are linked with different value orientations. This has implications for how managers construct and lead their teams to achieve organizational goals. When goals are reframed as values, then it becomes easier to align diverse personalities with organizational mission, vision, and values.
Article: Klotz, A.C. & Neubaum, D.O. (2015). Research on the dark side of personality traits in entrepreneurship. Entrepreneurship in Theory and Practice 40(1): 7-17.
Link: DOI: 10.1111/etap.12214
Annotation: This article is about the “dark side” traits of various personality types. The “dark side” traits are really just the “negative extremes” of positive personality traits, but have been shown in the literature to be strongly correlated with organizational or personal entrepreneurial success (Klotz & Neubaum, 2015, p. 7). For example, the positive trait of confidence can be overshadowed at times by the negative extreme of overconfidence or narcissism. Passion can manifest negatively as aggressiveness; creative thinking as deviance; persistence as obsessiveness. It is important to recognize these dark side traits when understanding how different personalities can work together to achieve organizational goals. Instead of focusing only on positive traits when designing teams, managers and leaders should also take into account the negative traits and endeavor to mitigate the potential personality clashes that can occur. Although not an experimental research, this article does offer a comprehensive review of literature on the subject and can tremendously help my research in how companies can thrive.
Article: Kluemper, D.H., McLarty, B.D. & Bing, M.N. (2015). Acquaintance ratings of the Big Five personality traits: Incremental validity beyond and interactive effects with self-reports in the prediction of workplace deviance. Journal of Applied Psychology, 100(1), 237-248.
Link: http://dx.doi.org/10.1037/a0037810
Annotation: Workplace deviance is an important factor in organizational performance and the achievement of organizational goals. Big Five personality traits are in turn linked to expressions of organizational deviance. However, Big Five personality measurement instruments are based on self-reports. In this article, Kleumper, McLarty & Bing (2015) first reflect on prior literature showing how conscientious, agreeableness, and…
With this approach, consultation psychology focuses on the issues of the group as a whole and therefore typically uses group discussions, interviews and observations as opposed to singling out specific individuals. The result is that, by using consultation psychology in the field of industrial and organizational psychology, the focus is on the group and the roles the individuals who make up the group play. With this focus, industrial and
Organizational Behavior Date Here (Day, Month, Year) This paper explains the core concepts of organizational behavior in the view of the case study of president of Great Northern American, Joe Salatino. The paper first explains the importance of perceptions and the attributions formed on the basis of those perceptions by the people. It also highlights the appropriate learning theory which could be deployed by Joe Salatino effectively in dealing with his employees.
Most retail environments are plagued by high turnover. While some of this has to do with a lack of motivation, much of the problem lies in the company's inability to create high-performance teams capable of taking on challenges and making decisions with peers to help solve problems within the company (Janis, 1972). In any environment, when a successful team is lacking, so too is motivation and consistency of performance.
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