A person’s personality trait can define who they are. Some can tell these traits by the way a person reacts to certain situations, personal or on the job. A person develop traits from the way they were raised and the environment that surrounded them. Everyone carries some type of personality trait, but no one carries any that are identical. Managers have personality traits just like everyone else. Traits are linked personally and indicates a person’s character. No one has the same feelings or thoughts. So it is vital for manager to understand their personal traits and figure a way to use them in management. These traits let managers respond differently to particular situations. There are managers that have positive and negative personality traits but they both can be productive in different ways. One trait may affect someone more than the other but the key is learning and understanding the difference (McGraw-Hill, 2006).
People that has a positive attitude and outlook on things and have confident in what they are and do has extraversion. Managers that have a high level of extraversion are considerable and outgoing. Of course, the extraversion personality trait can be directed to be a positive affect (Fayard, Roberts, Robbins, & Watson, 2012). When it comes to presenting new ideas to the boss, someone with a high level of extraversion would be the one for the job. Managers with an extraversion personality trait are very active, loves to be sociable, and works well under pressure. This is a good trait to have especially in the retail business (Gulati & Handa, 2014). Managers with a low level tends to shy away from being sociable and does not have positive thoughts. They lack in control and responsibilities that could lead to an unhappy life that has no direction to success (Fayard, Roberts, Robbins, & Watson, 2012).
Negative affectivity means exactly what it says – negative – these people has negative feelings and is very critical of other people including themselves. Managers with a high level of this trait is never satisfied and always moody. Managers can set off a vibe of energy to others, whether it is negative or positive affectivity. This will determine the type of motivation and job performance that will be received in return. Managers with a low level are not as negative (McGraw-Hill, 2006).
Agreeableness always get along with others. Managers with a high level of agreeableness are caring and liked by many. Too much agreeableness could hurt a manager for growth in their career. It seems that if a manager acquires being agreeable with a desire for growth in their career would require being true to oneself. Managers with a low level of agreeableness does not have any concern about anything or anyone and will make things difficult when possible (McGraw-Hill, 2006).
Next, people with the conscientiousness trait are dependable and cautious. Managers with a high level of this trait are under control. The satisfaction of life and the happiness it brings can be linked to a positive and negative affect concerning the conscientiousness personality trait; even thou their association is not directly related. So the enthusiasm that comes from managers with a high level of conscientiousness trait will motivate others to work hard toward achieving their goal. Managers with a low level seems to not have any type of direction (McGraw-Hill, 2006). Therefore, it would not be in the best interest of the company to hire a manager with a low level because they could not pass along any motivation nor interest in achieving their goal (Fayard, Roberts, Robbins, & Watson, 2012).
People that are risk takers and loves a challenge has openness to experience. A high level of this trait has managers that will explore different things using new ideas. They have a habit of to be curious, open to change, creative, and are very mature. Considering new ideas and opportunities can give managers an advantage. They could consider ideas from their employees on new ways of developing better and faster productivity. The key to openness to experience would be to seek and gain new experiences. Managers with a high level of this trait are more creative and encourage others to try something different. Managers with a low level will think twice about taking a risk (McGraw-Hill, 2006).
There are many other personality traits that can also have an effect on managers. These traits plays a part of a manager’s demeanor and the way it coincides with others. One trait may affect a manager differently than another. One may be higher or lower than the other. Managers needs to know that learning and understanding the difference in their colleagues will be the key (McGraw-Hill, 2006).
When someone has the confidence in themselves and what they are capable of accomplishing is called self-esteem. They have the notion that they can achieve any type of situations. They take on goals that are more on their level. Managers should have very high self-esteem so that they can acquire the desire to keep pushing forward when faced with problematic situations (McGraw-Hill, 2006).
Then there are the internal locus and external locus of control which concerns what is going on around them. Internal locus of control takes ownership of their own actions and look for promotions because of them. They take the company goals to heart. External locus of control blame others for their actions because they do not believe in them. They are not as concern about solving ways to solve problems. Managers should feel that their opinions will make a difference (McGraw-Hill, 2006).
Managers must have a need of achievement, affiliation, and power in order succeed with the goal of a company and personally. The need of achievement is when the manager gives a constant push to the excellence of accomplishing complicated tasks. Their goals are clear and appreciates whatever someone has to say in return. In a need of affiliation a manager just wants to be recognize. The need of power is a controlling manager. In other words, managers should always be willing to own up to their own actions and the responsibility that it obtains (McGraw-Hill, 2006).
The power that drives manager to work in the way of how they think and behave is called values. There are two different types of values: terminal and instrumental. Terminal values is when a manager has lifelong goals that are important to them. Terminal values are important to a manager because they want to be equal and have the need to accomplish goals that have been set. Managers with terminal values are dependable and reliable. The instrumental values in managers likes the worth of achievement. They believe in honesty when it comes to certain important situations. These managers are very creative, responsible, and independent (McGraw-Hill, 2006). Regardless of the use of either value, their behavior is what will help them toward achievement.
Attitudes will give managers a conclusion on what direction to take upon taking a job. It includes their feelings toward certain people and things. Job satisfaction and organizational commitment are two important types of attitudes. Job satisfaction is when a job brings different feelings on how it is being or been done. Those with a high level of job satisfaction believe that their job is fascinating and that they are considered equals. Organizational commitment is how the managers totally feel about their workplace. They will go over the limit in order to achieve the goal of their company. A manager that believes strongly in the goal of the company will have no problem with inspiring others to do the same (McGraw-Hill, 2006).
Mood is the state of mind that someone is in at that time. Managers are just like everyone else when it comes to having good and bad mood swings. Depending upon the situation they can be excited one minute and stressed the next. Moods and emotions definitely takes an effect on managers because if they are in a bad mood then the employees are in for a bad day. On the other hand, if they are in a good mood then it is going to be a good day. Moods may not linger as long as emotions. Emotions are created by a certain things or situations (McGraw-Hill, 2006). Moods and emotions are just like being on an emotional rollercoaster; up and down. Managers should notice that their feelings reflects on how their employees respond.
Regardless of the job career someone chooses, you must have the right skills in order to make your success easy. Having knowledge of the traits that help managers become successful will enhance the chance in being more productive. Managers should know how to motivate and help employees to lead the company to success. A company want managers that can bring different talents that will lead to great success. A primary quality of being a manager is to have the satisfaction mainly in helping people to accomplish their goals. A good manager traits should consist of having the willingness and effort to encourage employees, the do it now type of attitude, and the ability to create a strong team that is committed to do whatever it takes to make the company a success.
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