People low on emotional stability are hyper vigilant ie looking for problems or

People low on emotional stability are hyper vigilant

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People low on emotional stability are hyper vigilant (i.e., looking for problems or impending signs of danger) and are especially vulnerable to the physical and psychological effects of stress. b. Extraverts tend to be happier in their jobs and in their lives as a whole. i. They experience more positive emotions than do introverts, and they more freely express these feelings. ii. They also tend to perform better in jobs that require significant interpersonal interaction, perhaps because they have more social skills—they usually have more friends and spend more time in social situations than introverts. iii. Finally, extraversion is a relatively strong predictor of leadership emergence in groups; extraverts are more socially dominant, “take charge” sorts of people, and they are generally more assertive than introverts. iv. One downside is that extraverts are more impulsive than introverts; they are more likely to be absent from work and engage in risky behavior such as unprotected sex, drinking, and other impulsive or sensation-seeking acts. v. One study also found extraverts were more likely than introverts to lie during job interviews. c. Individuals who score high on openness to experience are more creative in science and art than those who score low. i. Because creativity is important to leadership, open people are more likely to be effective leaders, and more comfortable with ambiguity and change. ii. They cope better with organizational change and are more adaptable in changing contexts. iii. Recent evidence also suggests, however, that they are especially susceptible to workplace accidents. iv. You might expect agreeable people to be happier than disagreeable people. (a) They are, but only slightly. (b) When people choose romantic partners, friends, or organizational team members, agreeable individuals are usually their first choice. d. Agreeable individuals are better liked than disagreeable people, which explains why they tend to do better in interpersonally-oriented jobs such as customer service. i. They also are more compliant and rule abiding and less likely to get into accidents as a result. ii. People who are agreeable are more satisfied in their jobs and contribute to organizational performance by engaging in citizenship behavior. iii. They are also less likely to engage in organizational deviance. iv. One downside is that agreeableness is associated with lower levels of career success (especially earnings). 4. The five personality factors identified in the Big Five model appear in almost all cross-cultural studies. (slide 5-12) a. These studies have included a wide variety of diverse cultures such as China, Israel, Germany, Japan, Spain, Nigeria, Norway, Pakistan, and the United States. b. Generally, the findings corroborate what has been found in U.S. research: of the Big Five traits, conscientiousness is the best predictor of job performance.
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  • Spring '19
  • Big Five personality traits

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