Managerial Personality

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The characteristics of a person’s personality determine his leadership capabilities. Leaders from around the world all have distinct characteristics which define their leadership style and abilities. In a corporate culture, these personality traits can be capitalized upon to direct an organization towards its goals and to do so requires an in depth understanding of the different styles of personality traits that define every individual. A grasp on this knowledge would allow any leader to have a huge impact on the culture and performance of an organization. An observation to be made is the leveraging of personality traits may be utilized in order to achieve corporate goals.

To create a competitive advantage, management’s focus must be on cooperation and inspiration. A clear link exists between culture and performance, as shown by Mindy L. Hall (Hall, 2005.) A leader’s personality shapes the environment in which employees function, and can either inspire extraordinary results, or devastating outcomes. Hostile conditions in the workplace will cause anxiety, stress, lack of energy, disengagement, or high turnover. Subsequently, organizations with these issues experience a lower quality of output. This negatively affects the relationship between consumers and businesses, who may find the competition more appealing. A positive engagement between management and employees excite a higher level of performance. From this, a company experiences higher quality output and satisfied customers. A best way to manage a company doesn’t exist; it must be studied, understood, and honed to best match or shape the organization’s culture. The key issue to choosing the appropriate manager in any organization is appreciating what goals and desires are sought after.

This report is focused primarily on management as leaders and employees as subordinates. However, it must be understood that subordinates can also play the role as leader in their own context, and it should be encouraged. For example, a group of four employees are assigned to a project. Among this group will emerge a leader who directs the mission to accomplish said assignment. Although this individual does not possess a management title he or she is still leading. That being stated, an organization must possess a deep understanding of its business culture, and employ these concepts when prospecting for competent employees and management. Furthermore, management can recognize certain personality traits among individuals in a team, and manipulate and combine them in a synergetic way.

In general, the comprehension of the various personality traits can be used as a measurement of how an individual may respond and perform in an organization’s culture. However, there is much debate as to the extent to which personality can predict behavior, and the extent to which behavior arises from the dynamics of a given situation (Kendrick, Funder, 1991.) The key issues in a corporate context include the big five personality traits, Maslow’s Hierarchy of needs, attitude, and emotional intelligence. The Big Five Personality Traits

General agreement exists among researchers regarding the big five personality traits. This model categorizes personalities into five distinct categories: Extraversion, Agreeableness, Conscientiousness, Neuroticism, and Openness. An understanding of these categories often referred to as OCEAN, gives insight to an individual’s underlying personality and how an individual would react in day to day operations of an organization. However, research has shown situational factors play a role in how individuals move between the two extremes of each personality factor. Each factor is a range of two extremes, which most individuals lie somewhere in between. Given this fact, the majority of decisions made by people are representative of their fundamental personality traits. Only when abnormal or extreme situations arise does an individual shift towards the extreme of either end...
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