Personality Impact Paper Essay

In order for managers and employees to effectively get along in the work they must first learn how to understand and appreciate one another. The Journal of Adlerian Theory published an word discussing the various personalities styles in the workplace. The report states that being equal to recognize characters from in workers and managers is important for those who lead or manage as others as nearly as for those who consult or treat workers and leaders (page 2). The inclination of this paper is to summarize Exhibit 2.5, 2.6, and 2.7 assessments, it will also summarize my old personality aspects, cognitive abilities that I can apply to my workplace, and mitigate any shortcomings.Exhibit 2.5, 2.6, 2.7Exhibit 2.5 is an assessment that measures the extraversion or arbitrary affectivity of a person. According to the text a person, which is confirmatoryly effective, is predisposed to experience positive emotional states and live good about themselves and the world around them (page 43). People, who are extr all overted, tend to be much sociable and genial towards others. Exhibit 2.6 is to measure the neuroticism or negative affectivity. Negative affectivity in the textbook is defined as pack tendencies to experience negative emotional states, feel distressed, and view themselves and the world around them negatively (page 44). This is the use up opposite at positive affectivity.People, who have high neuroticism, are more likely to experience more stress over time and often have negative moods at work/ home. Exhibit 2.7 is a measure of agreeableness, conscientiousness, and openness to experiences. The textbook explains agreeableness as individuals who get along well with other people and those who do not (page 45). People, who are agreeable, are very likable, care for others, and tend to be affectionate. A person, who is conscientiousness, is careful, scrupulous, and hold on (page 45). People, who score high in the area, are found tobe very tidy and organi zed, as well as self-disciplined. People, who are open to experiences, have broad interests and are willing to take risks (page 46).Summary of My test ResultsIn Exhibit 2.5 I scored high on positive affectivity. and answered all(a) of the questions with true. This result would head that I am a happy person and views my work and the world around myself positively.My results of Exhibit 2.6 intimate a low level of negative affectivity. I means that sometimes he feels tense all day because of the challenges he has ahead of myself at work and also gets nervous from time to time. This would again affirm the results of Exhibit 2.5 which I have a positive outlook on life. The results of Exhibit 2.7 proved what I was already aware of. I tends to be an agreeable person who is open to experiences. I scored the lowest on conscientiousness, implying that is can be somewhat careless.I have a strong personality and a wad of good characteristics to offer as a leader. I did very charismatic and pragmatic. As a leader, this would be necessary in times of boosting morale and encouraging others around myself. my view on things from a positive light as well and tends to be open-minded. Cognitively I am numerically conscious, is also able to use reasoning, deductive abilities, and is perceptual. I scored the lowest on conscientiousness, which as a leader could mean that he is willing to take more risks.ConclusionThe purpose of this paper was to summarize Exhibit 2.5, 2.6, and 2.7 assessments, define My primary personality aspects, cognitive abilities that he can apply to the workplace, and mitigate any shortcomings. People all over the world tend to operate based on feelings and innate habits they learned from their surroundings. Having a clear arrangement of these feelings and how it drives our individual personalities can create successful business relationships.ReferencesJennifer M. George, Garth R. Jones (2012). Understanding and Managing Organized Behavior. 6th Edition. Published by Prentice Hall Sperry, Len (1995). Individual Psychology. Personality Styles in the Workplace, Volume 51 (Issue 4), pages 422.