THE BIG FIVE PERSONALITY TRAITS
The Personality Traits of a Manager
Amelia Martin
MOD 310: Issues in Management
Week 5
September 17, 2014
A person’s personality trait can define who they are. Some can tell these traits by the way a person reacts to certain situations, personal or on the job. A person develop traits from the way they were raised and the environment that surrounded them. Everyone carries some type of personality trait, but no one carries any that are identical. Managers have personality traits just like everyone else. Traits are linked personally and indicates a person’s character. No one has the same feelings or thoughts. So it is vital for manager to understand their personal traits and figure a way to use them in management. These traits let managers respond differently to particular situations. There are managers that have positive and negative personality traits but they both can be productive in different ways. One trait may affect someone more than the other but the key is learning and understanding the difference (McGraw-Hill, 2006).
People that has a positive attitude and outlook on things and have confident in what they are and do has extraversion. Managers that have a high level of extraversion are considerable and outgoing. Of course, the extraversion personality trait can be directed to be a positive affect (Fayard, Roberts, Robbins, & Watson, 2012). When it comes to presenting new ideas to the boss, someone with a high level of extraversion would be the one for the job. Managers with an extraversion personality trait are very active, loves to be sociable, and works well under pressure. This is a good trait to have especially in the retail business (Gulati & Handa, 2014). Managers with a low level tends to shy away from being sociable and does not have positive thoughts. They lack in control and responsibilities that could lead to an unhappy life that has no direction to success (Fayard, Roberts, Robbins, & Watson, 2012). Negative affectivity
Amelia Martin
MOD 310: Issues in Management
Week 5
September 17, 2014
A person’s personality trait can define who they are. Some can tell these traits by the way a person reacts to certain situations, personal or on the job. A person develop traits from the way they were raised and the environment that surrounded them. Everyone carries some type of personality trait, but no one carries any that are identical. Managers have personality traits just like everyone else. Traits are linked personally and indicates a person’s character. No one has the same feelings or thoughts. So it is vital for manager to understand their personal traits and figure a way to use them in management. These traits let managers respond differently to particular situations. There are managers that have positive and negative personality traits but they both can be productive in different ways. One trait may affect someone more than the other but the key is learning and understanding the difference (McGraw-Hill, 2006).
People that has a positive attitude and outlook on things and have confident in what they are and do has extraversion. Managers that have a high level of extraversion are considerable and outgoing. Of course, the extraversion personality trait can be directed to be a positive affect (Fayard, Roberts, Robbins, & Watson, 2012). When it comes to presenting new ideas to the boss, someone with a high level of extraversion would be the one for the job. Managers with an extraversion personality trait are very active, loves to be sociable, and works well under pressure. This is a good trait to have especially in the retail business (Gulati & Handa, 2014). Managers with a low level tends to shy away from being sociable and does not have positive thoughts. They lack in control and responsibilities that could lead to an unhappy life that has no direction to success (Fayard, Roberts, Robbins, & Watson, 2012). Negative affectivity
References: DeFruyt, F., Feys, M. & Wille, B., (2013). Big five traits and intrinsic success in the new career era: a 15-year longitudinal study on employability and work-family Fayard, J. V., Roberts, B. W., Robins, R. W., & Watson, D. (2012). Uncovering the Affective Core of Conscientiousness: The Role of Self-Conscious Emotions. Journal of (09725814), 14(1), 57-67. Issues in Management. (2006). Boston, MA: The McGraw-Hill Companies.