1 / 19

Individual differences: personality and intelligence

Individual differences: personality and intelligence. Dr Joan Harvey Dr George Erdos. Personality theories. Trait theories Most important development Cattell 16 PF, Eysenck 3 factors etc Leads to personality profiling using semantic differential type scales Linked to Big Five.

duscha
Download Presentation

Individual differences: personality and intelligence

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Individual differences:personality and intelligence Dr Joan Harvey Dr George Erdos

  2. Personality theories • Trait theories • Most important development • Cattell 16 PF, Eysenck 3 factors etc • Leads to personality profiling using semantic differential type scales • Linked to Big Five

  3. Personality theories • Narrow band theories • Tolerance of ambiguity • Locus of control • Type A and Type B • Learned helplessness • Adaptation and coping • Self efficacy • Achievement, affiliation, power • Innovator-adaptor • Holland • Conventional, realistic, investigative, enterprising, social, artistic

  4. Personality theories: the Big Five • Elements which are relevant to management • Neuroticism • Insecure, emotional, hypochrondriacal • Extraversion introversion • Sociable, person orientated, fun loving • Openness • Curious, creative, innovative vs. traditional • Agreeableness • Trusting, helpful vs. gullible, cynical • Conscientiousness • Self disciplined, ambitious vs. hedonistic, lazy

  5. Personality theories: issues • Construct validity • Predictive validity • Content and face validity • Ipsative versus normative measures • Test interpretation • Social desirability • Effects of mood and affect

  6. Personality : summary Difficult to measure Tests used extensively Problems in relating to work performance It is what managers say they are looking for in graduates Probability that personality interacts with attitudes and motivation Results therefore often disappointing

  7. Intelligence 1 • General intelligence “g” • General, related to managerial performance • Types of intelligence [Sternberg] • Analytical & higher order processing; knowledge acquisition • Experiential & creative & insightful; responsive to new stimuli; ability to synthesise • Practical & adaptive; can change or modify environment to meet goals

  8. Intelligence 2 • Components of intelligence and aptitudes • Numerical, systems, verbal, spatial, mechanical, clerical • Assessment of intelligence • Management graduate level tests • Forced choice in some cases • Contain items that measure logic, information-processing, etc.

  9. Emotional Intelligence • Developed as an answer to problem that intelligence is only a partial predictor of success in management, and something else needed to explain • Includes: • Emotionality, self awareness, empathy, motivation and drive, long/short term orientation, some social skills of leadership. • Issues in EI • A variety of measures available to measure it • Which within EI are social skills that can be learned? • Which are permanent traits and cannot be learned- if so, need to be considered when recruiting

  10. Safety intelligence Skills and traits of senior executive managers in relation to safety Involves trust, commitment, ethical and moral values Transformational leadership [rather than transactional] Abilities and understanding regarding • Information • Safety risks to the organization • Decision making (Kirwan, 2008)

  11. Why should we look at SI? • … managers can change and improve existing corporate culture by establishing safety – recognisable for all staff members – as high priority. ” (German Federal Bureau of Aircraft Accidents Investigation, 2004) • Management commitment is one of the main drivers of employees safety performance (Michael, Evans, Jansen & Haight, 2005) • Management is one of the most frequent used safety climate factors (Guldenmund, 2000)

  12. R & S exercise

  13. Main R & S methods • Interviews • 1 to 1, 2 to 1, panel of several to 1 • Tests • Intellect, systems, aptitudes, personality, interests, management style, stress responses. • Exercises • Group activities such as LGDs • Scenario analyses • In-tray exercises • Case study analyses • Presentation exercises

  14. Validities of assessment methodstaken fromRobertson IT and Smith MJ (2001) Personnel Selection. Journal of Organizational and Occupational Psychology Vol 74: 441-472

  15. R & S exercise • You are organizing an assessment centre for 5 jobs that involve providing computer support to senior management decision-making, including some diagnostics, strategy analyses, writing reports and recommendations. The areas are sensitive commercially and security is an issue. • You are to plan a 3 day assessment centre for 30 applicants. You have a team of 8 people altogether to help with this, to conduct interviews, run exercises, score up the results. • You MUST allow enough time for each of the activities.

  16. Thank you for listening • Joan Harvey • George Erdos

More Related