Personality 2 Article Review
O’Neill, T., and Allen, J. N. (2011). Personality and the prediction of team performance. European Journal of Personality, 25(1):31-42. DOI: https://doi.org/10.1002/per.769
Summary
- The research looks at the impact of personalities at the team level on the performance of the team.
- Explores the impact of personalities on team success, and the findings indicate that Conscientiousness is indeed the most significant indicator of the Big Five personality variables.
- The authors tested the criteria for the accuracy of Consciousness characteristics to decide if anyone’s function is especially indicative of team success. O’Neill and Allen analyze the standards relevance of the other Major 5 personality characteristics in addition to the Conscientiousness.
- Research results suggest that Consciousness and its aspects were predictive of team success. Neuroticism, Extraversion, and Agreeability did not predict team success, while Openness had a moderate negative correlation to team results.
- Team members with exceptionally high openness ratings to encounters frequently search for fresh and unusual experiences.
- Conscientiousness, however, is known to be advantageous in small minority environments for the growth of mutual trust and teamwork, as conscientious people are considered to be trustworthy and reliable.
Reflection
- Such results need to be applied to the team level, as companies are gradually shifting to teamwork in an attempt to stay unbeaten in the globalized economy. Teamwork always supersedes individual brilliance.
- Not every personality is appropriate for every work role, so identifying personality characteristics and matching workers with the tasks that match their personalities best is crucial. It will contribute to improved efficiency and employee satisfaction, making it easier for the company to function effectively..
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- Agreeableness and Conscientiousness make workers productive. Also, diligent people appear to be optimistic and tend to act in a way favorable to functioning in a team atmosphere.
- Rather than relying on raw intelligence and knowledge, one should reflect on how well anyone suits their company across major personality characteristics. This should be combined with a balanced mindset of partnership and a positive spirit of teamwork.
- Tasks involving imagination will balance the connection between team conscience and task success in today’s workspaces.
Huang, X., Iun, J., and Gong, Y. (2009). Does participative leadership enhance work performance by inducing empowerment or trust? The differential effects on managerial and non‐managerial subordinates. Journal of Organizational Behaviour. Vol 31(1), pages 122-143’DOI:10.1002/job.636Corpus ID: 26833271
Summary
- The research investigates whether participatory leadership activity is related to enhanced job success through a motivational mechanism or a mechanism focused on exchange.
- A positive connection between participatory leadership and subordinate performance was observed in work settings with workers
- The relationship between the participatory leadership practices of the supervisors and the quality of the role of the subordinates and the institutional leadership behavior towards companies was influenced by psychological empowerment for managers.
- The effect of participatory leadership on task success and was facilitated by trust-in-supervisor for non-managerial subordinates like supporting and front-line workers.
- Executive and non-managerial subordinates do not vary substantially in their understanding of participatory leadership. Participatory leadership helps to build feelings of confidence for both managerial and non-managerial subordinates, as well as trust-in-supervisors. What sets them apart is how they react to psychological confidence and trust-in-supervisor experiences.
- Psychological satisfaction was more closely related to job success and OCBO for the managerial subordinates than trust-in-supervisor. Trust-in-supervisor was more closely linked to OCBO than mental motivation for non-managerial subordinates. Still, there was no substantial difference in the impact of psychological empowerment and trust-in-supervisor on work efficiency.
- Managers have more robust flexibility and control needs while workers have more substantial association needs
Reflection
- In an organization where participatory leadership exists, workers support policies and decisions that have been made by widespread consensus more readily. This reduces the opposition faced by new corporate initiatives and speeds up the process of introducing new ideas.
- Participatory leadership activities of subordinates in workplaces can affect the task quality of managerial assistants employing sociological phenomena other than motivating mechanisms and exchange-based processes.
- High levels of intrinsic motivation and extra efforts for military officers were created in addition to transformational leadership.
- In comparison, participatory leadership offers workers a voice in the company’s process to feel personally responsible for the company’s achievements. The morale of workers remains at a high level. There is an enthusiasm for the ability to be part of the decision-making process for the organization.
- Participatory leadership has been shown to reduce competition, increase cooperation.
Reference
Huang, X., Iun, J., and Gong, Y. (2009). Does participative leadership enhance work performance by inducing empowerment or trust? The differential effects on managerial and non‐managerial subordinates. Journal of Organizational Behaviour. Vol 31(1), pages 122-143’DOI:10.1002/job.636Corpus ID: 26833271
O’Neill, T., and Allen, J. N. (2011). Personality and the prediction of team performance. European Journal of Personality, 25(1):31-42. DOI: https://doi.org/10.1002/per.769