Major Personality Attributes Influencing Organizational Behavior

Published: 2021-07-01
683 words
3 pages
6 min to read
University of California, Santa Barbara
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Organizational behavior calls for various personality attributes in the employees. One of these factors is the locus of control. There are people in society who believe that they are the owners of their fate. There are others, however, who believe that what happens to them and how their lives go is due to chance or luck. Those who believe that they are in control of their destinies are often referred to as internals while those who believe that their lives are due to outside forces are often referred to as externals. Therefore the individuals perception of how what controls his or her fate is known as the locus of control. The locus of control will influence how employees conduct themselves in the organization. The internal believes that he or she is in control of what happens to their life and therefore will not be affected by issues of sicknesses and absenteeism. Niccolo Machiavelli identifies the Machiavellianism personality character through his writings of how to gain and use power. It is clear from Machiavelli a person with Machiavellism will work on maintaining emotional distances, and he or she believes that the end will justify the means.


Self-monitoring alludes to an individuals capacity to change his or her conduct to outer, situational variables. People high in self-monitoring show extensive flexibility in modifying their behavioral response to outer situational elements. They are profoundly delicate to outer signs and can act contrastingly in various circumstances. High self-monitors are equipped for showing striking disagreements between their open persona and their private self. The proof shows that high self-monitors tend to give careful consideration to the behavior of others and are more equipped for acclimation than are low self-monitors. They additionally get better execution appraisals, will probably rise as pioneers, and show less sense of duty regarding their associations. Furthermore, high self-monitoring managers have a tendency to be more versatile in their vocations, get more advancements, and will probably involve focal positions in an association. It is also probable that high self-monitors will be more fruitful in administrative positions in which people are required to play various, and notwithstanding negating, parts. The high self-monitor is equipped for putting on various faces for various crowds.

Risk taking

Individuals contrast in their ability to take risks. The characteristic to expect or maintain a strategic distance from risk often appears to affect the extent to which managers will settle on a choice and how much data they require before settling on their decision. For example, seventy-nine supervisors dealt with ineffective staff practice that obliged them to settle on procuring choices. High risk-taking managers in successful settled on more quick choices and utilized fewer data in settling on their decisions than did the low-risk taking leaders. Strikingly, the choice accuracy was the same for both gatherings.

When all is said and done, leaders in successful organizations have a tendency to be risk-averse than entrepreneurs who effectively oversee private ventures. For the organizational populations, there are additional differences in proneness to risks. Accordingly, it bodes well to perceive these distinctions in inclination to risk and even to consider adjusting factors that will lead to the taking of risks with particular employment requirements. Then again, an eagerness to go for risks may demonstrate a noteworthy obstacle to any employee who performs various tasks within the organization. It shows that risk-taking will act as a strength for both managers and employees in some instances while in others in may lead to adverse and unexpected effects.

It is clear that organizational behavior will be influenced by various personality attributes. These include the locus of control, self-monitoring, and risk taking. Employees who have an internal locus of control, high self-monitoring practices and those willing to take risks will act as opportunities for success for the entire organization. However, those with an external locus of control, those with low-self monitoring practices and taking risks in some instances will result in negative consequences. It is, therefore, necessary for employees to identify the appropriate balance in these personality attributes to ensure that they are successful in developing personally and for the organization.

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