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Introduction
Institutional behavior is the scholarly examination of how individuals behave in teams. Primarily, the concepts of corporate behavior are utilized to improve the efficiency of company operations (Stewart et al., 2019). Personality traits reflect the distinctive properties of a person’s thoughts, emotions, and actions (Hughes et al., 2020). Therefore, this paper aims to identify fundamental principles and ideas in enterprise behavior and implement them in administration situations, as well as the relationship between the big five personality traits and governance. In addition, the article outlines some of my primary values and how they may impact an individual’s leadership style, according to the evaluation. The research concludes with a reconciliation of the self-assessment exams administered to disparate information into a logical whole.
Concepts and Theories in Organizational Behavior and Management
Taylor’s theory is predicated on the idea that pushing people to exert as much effort as possible is not an effective strategy for maximizing effectiveness and personnel management. Completing tasks requires streamlining, and staff requires instruction to perform more effectively (Luthans et al., 2021). In management situations, administrators must compensate their staff for their effort, especially if they desire sustained business expansion. For instance, they could take their entire workforce out for a great meal, award specific personnel with unique awards, or provide monetary rewards for achieving specific goals.
Human Relations Management Theory
The human relations management concept is a tenet of institutional psychology that believes worker performance and enthusiasm may be boosted by fostering good social interactions in the workplace and recognizing the laborer as an entity. It asserts that greater efficiency results from better workplace conditions, such as autonomy, involvement, and pleasant treatment (Luthans et al., 2021). It is crucial to sustaining a pleasant business atmosphere to encourage candid dialogues. To accomplish this, a leader may schedule regular catch-up sessions with employees to monitor their progress and ensure they are satisfied in their position.
Key Life Experiences and Their Implications as a Leader
Experiences in a leader’s career culminate in learning, development, and enhanced leadership capability. A key encounter assessment assists organizations in identifying the occurrences crucial to top management performance inside the corporation, eliminating developmental gaps, and increasing future effectiveness prospects (Stage & Meier, 2022). As such, relevant crucial experiences are role-specific and vary by institution. The two critical experiences mentioned in this part are working in groups and instructing new personnel.
As a leader, it is nearly difficult to achieve goals and timelines without participating in a collective project. Administrators encourage leaders to collaborate to perform particular duties, as many will be required to do so in their careers. If I operated in any leading companies as a leader, whether I managed them or merely engaged in them, I would have leadership experience. I committed to the group, completed all targets, and strengthened my communication and collaboration abilities. Additionally, those with professional work placement may have already instructed or supervised new hires. In the initial few weeks of employment, many directors and executives pair new workers with experienced team members. As a leader, I would have instructed new employees on the fundamentals of my job, shown them about the office, and helped them adjust to their new surroundings. These are all excellent instances of leadership as I guide new team members to success. As a result, the fact that I am in that position demonstrates that I am a competent leader since my boss has faith in my abilities and judgment.
Self-Assessment 1: The Big Five Personality Traits
One of the most persistent hypotheses in character psychology describes personality based on the degree to which one exhibits each of five features. The five-factor personality paradigm, often recognized as the Big Five Personality Traits, comprises openness, conscientiousness, extraversion, agreeableness, and neuroticism (OCEAN). The personality trait assessment measures my character features to reveal how high or low I was on each. The assessment is essential as it aimed to determine the degree to which my conduct differs from high to low levels of the five qualities mentioned in the opening paragraph. The Big Five Personality Traits affects how leaders respond to various situations, perform most efficiently, handle conflict, and socialize, among other things. Since personality determines conduct, leaders must comprehend the character traits of their coworkers. The following, as discussed, is a summary of the OCEAN variables.
The openness attribute includes qualities such as inventiveness and understanding. People with a high level of awareness generally have diverse interests. This feature is essential in that it enhances managers to learn new skills and embrace new adventures. Regarding management, being receptive to experience empowers a leader to comprehend the dynamics surrounding concerns such as workplace culture and group cohesiveness. The trait of conscientiousness comprised characteristics such as high degrees of contemplation and good impulsive and goal-directed conduct. It is significant because persons with a greater extent of the quality usually are disciplined, organized, and committed to doing what is appropriate. In organizational leadership, the quality of conscientiousness encourages executives to be structured, take ownership, and continue in their endeavors, so guaranteeing that institutional objectives are met within the prescribed timeframes.
Extraversion is a character attribute defined by high emotional reactivity, friendliness, excitability, and boldness. Extraversion is essential because extroverted individuals are outgoing and generate strength in social circumstances. Since extraverts dominate courteously in their surroundings, they establish themselves as managers in several institutional contexts. The personality attribute neuroticism is defined by sorrow, irritability, and erratic behavior. The attribute is significant because it helps individuals with low levels of it to be more mentally secure and adaptable. In the context of leadership, for instance, a manager can instruct the individual on how to control negative thoughts, concentrate on governance, and avoid creating unpleasant sensations.
The characteristics of the agreeableness trait include confidence, benevolence, generosity, adoration, and other interpersonal interactions. It is vital because it empowers those with a high level to be more collaborative. In leadership, an amenable leader establishes trust more conveniently, and thus teams that have faith in their figureheads have a greater chance of achieving success. My numerical score on the OCEAN traits is summarized in the table below.
Interpreting the results shows that I am open-minded and have many hobbies and my greater conscientiousness means that I am structured and detail-oriented. My high level of extraversion means that I am cheerful and acquire energy while socializing, and my moderate agreeableness rate enumerates that I am a collaborative individual. However, my average neuroticism level insinuates that I tend to have mood swings, anxiety, impatience, and melancholy. As an employee, the outcomes would enable me to maintain a cooperative engagement, have a broad social network of acquaintances and contacts, and complete important tasks on time. Nonetheless, I would have challenges recovering from stressful situations and often get angered, undermining my connection with my coworkers.
Self-Assessment 2: Working in Teams
Working in teams allows a leader to evaluate an individual’s performance and set standards for each group member. Thus, coworkers may determine whether they satisfy an organization’s goals and objectives. A team is a collection of individuals with similar skills who collaborate to accomplish an agreed-upon purpose. Individuals of a functioning group operate independently and mostly convene to exchange intelligence. Teams are responsible for achieving specified shared objectives. Regarding organizational administration, outstanding leaders would exhibit appreciation for group workers in various ways, including actively collaborating with them. My numerical values for evaluation performed on working in teams are displayed below.
The impacts of the above traits on my work life are as discussed below. Possessing high harmonizing skills would be essential in managing workplace conflict through mediation approaches, thus enabling increased and better relationships with coworkers. I will be necessary for the company’s success by initiating new ideas within my workplace. Moreover, since not all group members are always ready to participate, being a good gatekeeper would allow me to encourage all team members to contribute their views to situations within the firm. My poor recording would affect my participation in group works as failing to document essential points renders me forgetting them. Finally, my low rating on encouragement would limit group actors from raising their viewpoints on specific issues as I am likely to ignore them.
Self-Assessment 3: My Core Values
A person’s understanding of right and wrong might be enhanced by adhering to a set of core principles. In addition, they help businesses assess if they are on the correct trajectory and achieving their objectives by providing unshakable guidance. These factors are important because they empower individuals within a business to make rational choices on their own by merely adding the corresponding values to new issues. In addition, a company’s basic principles will eliminate inefficiencies and encourage personal growth. In an organization, employees’ enthusiasm, involvement, output, and attrition rates can be used to determine whether or not a core value, such as culture, is present. Consequently, when a leader maintains a strong culture with effective interaction and aspirations that reflect the organization’s vision and values, there is a beneficial impact on the bottom line. My numerical results on the assessment done on core values are represented below.
The implications of the results on my professional life will be enumerated below. The core values rated high include conformity, universalism, self-direction, power, and achievement. I would be able to maintain excellent work relationships with my staff as I am likely to exercise dominance over others. Moreover, since I value individual accomplishment, I will set high work standards, thus motivating my personnel. Since my stimulation is more incredible, being able to withstand challenges only makes me stronger and an admirable figure within the workforce. However, since my cultural values and security are moderate, my coworkers from different cultural backgrounds may find it difficult to confide in me with pressing issues.
Synthesis
Lessons Learnt and Leadership Approach
From the three self-assessments and results evaluated, I can deduce the following about myself. I can conclude that I am an open-minded, accommodating, and encouraging individual. My high scores in attributes such as being welcoming to new experiences and gatekeeping suggest my nature of keeping an open perspective. Furthermore, I value innovation and team-building activities that benefit my professionalism and others around me. Inventiveness is reflected in the initiating and achievement variables I scored exemplarily in. Therefore, I can deduce that I exhibit a transformational kind of leadership. Transformational leadership is a management paradigm that focuses on a group’s engagement to accomplish overall success (Buil et al., 2019). By boosting a team’s morale and sense of self-worth, the workforce can align itself with an overarching framework or shared vision. The above is supported by my high rating in benevolence and universalism features.
Concerns Arising
My management approach would not serve me fully in pursuing my career. There are a few areas that I think I will need to reflect upon and make some alterations. My power dimension compels me to exert control over my employees, which may hinder them from being productive and innovative. Additionally, my neuroticism nature places me as one who gets angered easily, which may threaten my coworkers, thus, limiting our engagement within the workplace environment.
Plan for Developing Interpersonal and Self-Management Competencies
In learning to manage control over others and anger-related issues, I have developed the following tactic to help improve such skills. To manage my frustration, I will enroll in weekly anger therapy sessions, where the therapists will take me through the sessions. In the process, I will keep checking my distress while at work. Additionally, with my supervisor’s help, I will get a frustration appraisal form to monitor improvements. On the other hand, the methodology for advancing power and exerting less control over my colleagues would be as elaborated herein. During team discussions and endeavors, I would exercise to minimize excessive aspirations, recognize conversations may go in different directions, submit to the situations, and humble myself and assist others. Also, I will register with a cognitive therapist who will help me manage the trait. To know whether there is an improvement, I would liaise with my senior leaders to keep a check on my daily interactions with colleagues and appraise me weekly.
Conclusion
In conclusion, institutional behavior is the academic study of how people act in groups. Primarily, organizational behavior concepts are used to increase the effectiveness of business operations. Taylor’s theory is built on the notion that pushing employees to expend maximum effort is ineffective for optimizing productivity and human management. The human relations management concept is a principle of institutional psychology that holds that worker performance and excitement can be increased by encouraging positive social connections in the workplace and recognizing the worker as an individual. It states that improved workplace conditions, such as autonomy, involvement, and pleasant treatment, result in increased productivity.
Personality traits, individual core values, and working in team attributes are essential components of organizational behavior and leadership. An organization with employees with personal characteristics that work towards the betterment of institutional values and norms is likely to succeed in its operational activities. Consequently, leaders who embody appropriate features in the three dimensions will learn the importance of corporate functions like group building, encouraging innovation, and understanding personnel issues and concerns. However, not all leaders are perfect; thus, identifying and generating a schedule for enhancing interpersonal and self-management skills would allow managers to handle their flaws.
References
Buil, I., Martínez, E., & Matute, J. (2019). Transformational leadership and employee performance: The role of identification, engagement and proactive personality. International Journal of Hospitality Management, 77, 64-75. Web.
Hughes, D. J., Kratsiotis, I. K., Niven, K., & Holman, D. (2020). Personality traits and emotion regulation: A targeted review and recommendations. Emotion, 20(1), 63-67. Web.
Luthans, F., Luthans, B. C., & Luthans, K. W. (2021). Organizational behavior: An evidence-based approach fourteenth edition. IAP.
Stage, A. K., & Meier, F. (2022). Review of Scandinavian leadership development programs: Open and closed customization. Scandinavian Journal of Management, 38(3), 1-10. Web.
Stewart, G. L., Courtright, S. H., & Manz, C. C. (2019). Self-leadership: A paradoxical core of organizational behavior. Annual Review of Organizational Psychology and Organizational Behavior, 6, 47-67. Web.
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