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Personality
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What is Personality?

Personality sits at the intersection of psychology, human development, and communication, making it a central subject in courses ranging from introductory psychology to counseling theory and organizational behavior. The topic asks students to grapple with fundamental questions about what shapes individual identity, why people behave consistently across situations, and how internal traits interact with environment and experience. Frameworks drawn from dispositional theories, psychoanalytic assessment, and developmental models such as Erikson's stages and Freud's foundational concepts all give students rigorous vocabulary for analyzing human behavior. Work by theorists like Adler, whose ideas about style of life and birth order connect individual development to social context, and Carol Dweck's research on whether personality can change, further enrich the academic conversation.

The papers in this collection approach personality from several distinct angles. Some are theoretical, comparing competing frameworks or tracing how dispositional and psychoanalytic models explain individual differences. Others are applied, examining personality in professional contexts such as workplace communication styles, human resource management, and criminal profiling. A third group is reflective and case-based, asking students to assess their own strengths and challenges as emerging therapists, conduct self-assessments, or engage in immersive activities designed to deepen empathy and perspective-taking.

A strong essay on personality establishes a clear theoretical anchor early — committing to one or two frameworks rather than surveying every theory superficially. Evidence drawn from developmental research, clinical assessment methods, or well-documented behavioral observations carries more weight than broad generalizations. The most common pitfall is conflating different theoretical traditions without acknowledging their incompatible assumptions, so carefully distinguishing how each theory defines personality and its causes will keep an argument coherent and persuasive.

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Paper Undergraduate
Manager Likeability and Its Impact on Leadership Success
The likeability of a manager will determine how effective they are on transactionally-oriented tasks while also being a very accurate predicator of hwo effective they will be in more transformational roles in an organization. The intent of this analysis is to define likeability from a leadership standpoint, illustrating how this aspect of a leader's personality must be authentic, transparent in approach and genuine in how a leader earns and keeps the trust of subordinates, peers and superiors. A likeable person is by definition one that is known for their friendliness or the ability to create an ongoing dialogue that includes a significant level of self-disclosure and ability to communicate with accuracy, clarity and honesty (George, 1995). A likeable leader is one that has the ability to combine friendliness, relevance of communication to others, empathy or the capacity to feel what others are also feeling ands enunciate those emotions, all unified by a very strong level of authenticity, integrity and realness (Gabriel, Griffiths, 2002). All of these factors together define a likeable person, and add in the willingness of a leader to self-sacrifice, create and stay consistent with roles in an organization that capitalize on the unique strengths of an associate, and a strong foundation of transformational leadership begins to emerge. One of the key findings of this study is that to the extent a manager has the ability to create and sustain a high level of trust with subordinates is the extent to which they are able to also sustain transformational leadership in a team. While leaders have varying levels and depths of skills that contribute to their ability to be transformational in the scope of their work, those with demonstrated high levels of emotional intelligence (EI) combined with the four foundational aspects of transformational leadership skills consistently have a higher level of likeability than their more transaction-oriented counterparts (Gabriel, Griffiths, 2002). In evaluating if likeability leads to greater leadership performance, a model of proposed Likeability and Organizational Transformation has been created and is presented in this analysis. The existing body of research indicates that likeability is one of the foundational elements of effective transformational leadership, yet it does not exist in isolation. The accumulated research completed for this study indicates that likeability of a leader is highly correlated to their level of EI. The dimensions of EI have a direct, predictive effect on how likeable and effective a leader will be. Another finding from this analysis is that likeability by itself does not guarantee a leader will be effective; it is only their ability to translate EI-based skills in conjunction with a very strong foundation of transformational skills that they are able to accomplish challenging goals and propel an organization to fulfill its shared vision. This study also concludes that likeability is also not essential for success either, as the many examples from leaders and CEOs renowned for being very difficult to work with who have propelled their organizations to leadership positions in their industries. Larry Ellison of Oracle, known for being exceptionally demanding and for creating a culture of mistrust and intense internal competition is not likeable according to the dimensions of the research completed for this study. He is however exceptionally effective in driving his organization to attain its vision and mission. What this study has found is that when the triad factors of Emotional Intelligence (EI), trust and transformational leadership are combined, leaders increase the propensity of being liked. These three factors combined provide leaders with a solid foundation of being effective in their roles as well. Likeability does not assure results however. Figure 1, Analysis of Key Factors of Likeability, shows how these three factors must be balanced and in proportion to each other in a leader's management style to be effective. Deficiencies in EI for example could lead to a very collegial work environment yet the leader would not know how and when to define tasks and key strategies to accomplish objectives over time. All three must be balanced in order for a catalyst of continued progress to be formed and stabilized within an organization.
Paper Doctorate
Employee Motivation in the Workplace: Research Perspectives
Motivation in the Workplace: New Perspectives
Paper Undergraduate
Saint Augustine's Confessions: Faith, Philosophy, and Self
Saint Augustine's autobiographical manuscript "Confessions" stands as one of the first autobiographies written in the Western world. Furthermore, it is particularly notable because it was also the first document to…
Paper Undergraduate
Making Financial Statements More User-Friendly
Towards a More User Friendly Financial Statement
Paper High School
Diagnosing Vincent Van Gogh: Bipolar Disorder Case Study
This paper is about diagnosis of a famous person. Vincent Van Gogh was a Dutch artist born in 1853 in a village of Netherlands. His life history indicates that he suffered from episodes of critical mental derangement and disability, separated by intervals of sanity and creativity. Vincent had an extremely unconventional personality with frequent unstable moods and character swings. After appropriate psychoanalysis, Bipolar Disorder has been diagnosed for his mental health through the DSM IV TR criteria and suitable treatment options have been proposed.
Paper Undergraduate
West Virginia Women Spies and Scouts in the Civil War
Wild Western Women: Western Virginian Female Involvement in the Civil War of the United States
Essay Doctorate
APES 110 Ethics Violations in Professional Accounting
¶ … Zhang was employed as a qualified accountant in a small accounting practice. Following an investigation, the disciplinary committee of the professional body to which Sam belonged found that he provided misleading…
Paper Undergraduate
Wuwei in the Daodejing: The Principle of Actionless Action
The Dao represents a key principle of Taoism, Confucianism and other ancient Chinese philosophical forms. The symbol for the Dao translates literally as the "way" or the "path." Eastern philosophy of the Dao differs…
Research Paper Undergraduate
EU-Russia Relations: Policy Brief on Partnership Challenges
The issue of the Russian Federation, in terms of the relations the EU has so far established, is part of the discussion. Still, the EU-Russia relations represent an important issue to be taken into account due to the…
Paper Doctorate
Oscar Wilde's "The Decay of Lying": Art, Life, and Imitation
In Oscar Wilde's the Decay of Lying, one character, Vivian, claims that life and nature imitate art far more than art imitates either life or nature. This is of course dubious to the extreme, so much so that it is very…