Introduction. Personality, as studied in organisational behaviour and psychology for managers, is not only a product of heredity and environment but is also reflected through a number of relatively stable personality traits. These traits are enduring characteristics that describe an individual’s typical way of thinking, feeling and behaving in different situations. For a manager, understanding important personality traits is extremely useful because these traits directly influence work behaviour, motivation, leadership, communication, decision-making, conflict handling and response to organisational rules and policies. The same job, under the same conditions, may be handled very differently by two individuals, largely because their personality traits differ.
Meaning of Personality Traits
A trait may be defined as a relatively permanent and consistent characteristic of an individual which causes him or her to behave in a particular manner across various situations. Examples are sociability, dominance, self-confidence, emotional stability, risk-taking tendency, etc.
Important points regarding traits are:
- Traits are relatively stable over time, though they may slowly develop as the person matures.
- Traits explain why an individual shows consistency in behaviour (for example, some people are generally calm, others usually impatient).
- Different traits combine together to form the total personality pattern of an individual.
Some of the important personality traits which significantly shape individual behaviour in organisations are explained below.
I. Introversion–Extroversion
One of the most basic and widely discussed traits is the continuum from introversion to extroversion:
- Extroverts are outgoing, talkative, sociable and energetic. They enjoy being with people, like to participate in group activities and are generally assertive.
- Introverts are reserved, quiet, reflective and more inward-looking. They prefer to work alone or in small groups and do not easily open up to strangers.
Impact on behaviour in organisations:
- Extroverts often perform better in jobs requiring extensive interaction with people, such as sales, public relations and team leadership.
- Introverts may excel in analytical, research-oriented or technical jobs that require concentration and limited social contact.
- Understanding this trait helps managers in job placement, team composition and communication style.
II. Locus of Control
Locus of control refers to the extent to which individuals believe that they have control over events that affect their lives.
- Internal locus of control: People with an internal locus believe that outcomes are primarily the result of their own effort, ability and decisions. They feel that they can influence what happens to them.
- External locus of control: People with an external locus believe that outcomes are controlled by external factors such as luck, fate, powerful others or uncontrollable circumstances.
Impact on behaviour in organisations:
- Individuals with an internal locus are generally more proactive, take responsibility for their performance, show higher initiative and are more satisfied with jobs that give them autonomy.
- Individuals with an external locus may feel helpless in difficult situations, rely more on guidance, and may be more prone to blame others for failures.
- Managers often prefer internals for positions requiring independence, decision-making and leadership.
III. Authoritarianism
Authoritarianism is a personality trait that reflects the degree to which an individual believes in and accepts authority and hierarchical power relationships.
- An individual with a high degree of authoritarianism tends to:
- Accept orders from superiors without question.
- Believe strongly in rules, discipline and status differences.
- Be rigid in opinions and less tolerant of differing viewpoints.
- An individual with low authoritarianism may:
- Question authority and be more independent in thinking.
- Prefer participative and democratic practices.
Impact on organisational behaviour:
- High authoritarians adjust more easily in bureaucratic organisations with strong hierarchies and strict rules.
- They may, however, be less creative and may not encourage subordinates’ participation.
- Low authoritarians may find rigid structures frustrating but may perform well in flexible, participative and innovative environments.
IV. Machiavellianism
Machiavellianism (often called “Mach”) is a trait that indicates the degree to which an individual is pragmatic, emotionally detached and willing to use any means to achieve his or her goals.
- High Mach individuals:
- Are manipulative, strategic and focused on self-interest.
- Believe that ends justify the means.
- Are skilled in influencing others and may use flattery, deception or exploitation if necessary.
- Low Mach individuals:
- Are more straightforward, value honesty and are less comfortable with manipulation.
Impact on behaviour in organisations:
- High Machs may succeed in situations involving bargaining, negotiation or political games, but they may also create distrust and conflict.
- In ethical, value-based organisations, high Mach behaviour is usually discouraged because it can damage team spirit and integrity.
V. Self-Esteem
Self-esteem refers to the degree of respect and value that individuals feel about themselves. It indicates how far a person likes or dislikes himself/herself.
- Individuals with high self-esteem:
- Have confidence in their abilities.
- Are less sensitive to criticism.
- Set higher goals for themselves and persist in the face of difficulties.
- Individuals with low self-esteem:
- Doubt their own worth and capabilities.
- Are more affected by failures and negative feedback.
- May avoid challenges and prefer routine tasks.
Impact on organisational behaviour:
- High self-esteem is usually associated with higher job satisfaction, better performance and greater willingness to accept responsibility.
- Low self-esteem employees may need more support, encouragement and careful feedback to avoid discouragement.
VI. Self-Monitoring
Self-monitoring refers to the extent to which individuals observe and regulate their own behaviour to meet the demands of different situations.
- High self-monitors:
- Are very sensitive to social cues and expectations.
- Adjust their behaviour and style according to the situation and people around them.
- Are often socially skilled and good at role-playing.
- Low self-monitors:
- Behave more consistently across situations.
- Do not change their behaviour much to please others.
- Are more guided by inner values than by external demands.
Impact on organisational behaviour:
- High self-monitors may be more successful in jobs that require flexibility, such as public relations, sales and diplomacy, but may sometimes appear less genuine.
- Low self-monitors may be more predictable and sincere, but may find it difficult to adjust to changing expectations.
VII. Risk-Taking Propensity
Risk-taking propensity indicates the degree to which an individual is willing to take chances and make decisions in uncertain conditions.
- High risk-takers:
- Are comfortable making quick decisions with limited information.
- Prefer challenging and uncertain situations.
- May sometimes make bold and successful moves, but also face the danger of serious mistakes.
- Low risk-takers:
- Prefer stability and clear information.
- Are cautious, analyse more and avoid uncertain situations.
- Generally make fewer mistakes, but may miss good opportunities.
Impact on work behaviour:
- High risk-takers are suitable for jobs such as entrepreneurs, traders, marketing managers and business development roles.
- Low risk-takers may be better in roles requiring accuracy, reliability and careful analysis, such as accounting, quality control and administration.
VIII. Type A and Type B Behaviour Pattern
The Type A–Type B behaviour pattern is another influential trait model that describes how individuals deal with time, work pressure and competition.
- Type A individuals:
- Are highly ambitious, competitive and achievement-oriented.
- Hate delays, work under constant time pressure and often try to do several things at once.
- Are impatient, easily irritated and may be aggressive.
- Type B individuals:
- Are more relaxed, patient and easy-going.
- Do not feel excessive time pressure and are less competitive.
- Are able to enjoy leisure and maintain better emotional balance.
Impact on organisational behaviour:
- Type A individuals may be highly productive, especially in jobs with tight deadlines, but they are more prone to stress and health problems.
- Type B individuals may handle stress better and maintain long-term stability, though they may not always push themselves aggressively.
IX. Achievement Motivation (Need for Achievement)
Another important personality trait is the level of achievement motivation, that is, the desire to accomplish challenging goals and to excel.
- Individuals with high need for achievement (n-Ach):
- Prefer tasks of moderate difficulty where success depends on their effort.
- Take personal responsibility for results and seek feedback on performance.
- Are often hardworking, persistent and innovative.
- Individuals with low need for achievement:
- May be satisfied with routine tasks and modest goals.
- Do not actively seek responsibility or feedback.
Managerial relevance: People with high achievement motivation are often suitable for roles requiring initiative, entrepreneurship, sales and managerial positions where performance is individually measurable.
X. Emotional Stability
Emotional stability (opposite of neuroticism) is a key trait that reflects the degree to which a person can remain calm, balanced and free from persistent negative emotions.
- Emotionally stable individuals:
- Remain calm and composed under pressure.
- Handle criticism and setbacks without overreaction.
- Show consistent and predictable behaviour.
- Emotionally unstable individuals:
- Are easily upset, anxious or moody.
- May overreact to minor problems and exhibit frequent emotional swings.
Emotional stability is highly valued in managerial and supervisory positions because such individuals can provide confidence and support to others in stressful situations.
XI. Agreeableness, Conscientiousness and Openness
Modern personality research often highlights three more broad traits which are also important in organisational life:
- Agreeableness: Tendency to be cooperative, friendly, helpful and trusting. High agreeableness leads to better teamwork and smoother interpersonal relations.
- Conscientiousness: Degree of organisation, responsibility, reliability and discipline. Highly conscientious people are dependable, careful and achievement-oriented and usually perform better in most jobs.
- Openness to experience: Tendency to be imaginative, curious, creative and willing to try new things. High openness supports innovation and adaptability to change.
Managerial Implications of Personality Traits
Understanding personality traits is extremely valuable for managers and future managers because:
- It helps in recruitment and selection by matching personality traits with job requirements.
- It guides job design and placement – for example, placing high extroverts in customer-facing roles and highly conscientious individuals in jobs requiring attention to detail.
- It provides clues for motivating employees – high achievers respond to challenging goals; high internals prefer autonomy; high self-esteem individuals appreciate recognition.
- It assists in leadership and communication by helping managers adapt their style to the personalities of subordinates.
- It improves understanding of conflict, stress and resistance to change, enabling managers to handle these problems more effectively.
Conclusion: To conclude, personality traits are enduring characteristics that significantly shape the overall personality and work behaviour of an individual. Traits such as introversion–extroversion, locus of control, authoritarianism, Machiavellianism, self-esteem, self-monitoring, risk-taking, Type A/Type B pattern, achievement motivation, emotional stability, agreeableness, conscientiousness and openness provide a useful framework for understanding how and why people differ in organisations. No single trait alone determines behaviour; rather, it is the unique combination of these traits, interacting with the organisational situation, that produces the distinctive personality of each individual. A sound knowledge of these traits equips managers to understand, predict and influence employee behaviour in a more scientific and humane manner.