Chapter $5$ Personality and Values

Group $4$

CASE InCIDENT $1$ Is There a Price for Being Too Nice?

Agresable people tend to be kinder and more acromusdating in sortal sinuations$,$ which you migle think conlal add to their sucecss in life. Howerer. ne he already noted that one downside ox agrecableness is potentally lower carnings. We're ans sure why this is sa$,$ bue agresable indtviduals tuay be less aggressive in neqotiating starting saliries and par raisec.

Vet there is cleat evideno that aprecalbeness to nombething emplosers value. Several recent books angue in fitvor of "leating wish kintuess" $($Haker K O'Malley, $2008)$ artides in the business press bure argued that the sensitise$,$ agremale CEOlongrightarrow as $G{E}^{\text{'}}\text{'}$s jeffrey Imuelt and me $($Mrad$),2007).$ In many cirdes, intividuals desiring raccess in thit careers are exhorted in be "complinentary," "kind," and "good" for example, Schillinger, $2007).$

Take the eximple of $5$entemplovee Lindblad sions. The VP of HR commented, "Yot an teach people amy tochinal shill. but you can't teach them how to be a

So$,$ while emplovers want agrecable emploves, agrecable employees are neu betaer job preformers, and they are ins successul in their carters. We migh explain thes

Questions

Do rou think there is a coneradiction theween what emplosers want in emplorees $($agreatie emplayes$)$ emploses$)?$ Whiv or why noe?

Often, the effects if persomalin depend on the sitiation. Can you think of some job situations in which

apparent contratiction in notiog that employers value pleasant io be around and they nuy help ohers in ways that aren't reflected in their job performance. Most evidence sugresis that apsexable peciple bike agrecable peot ple, whid you mighi expect tiezase people like theme who are similar to themsclves. However, cven disagreeable peciple like agreeshle people. perhipe because they are easies tes thangulae than individuak whes are lower in agrecahlesess. Perhaps excone wants to hire agrecable people just hecause eseryone likes to be around thrin

Moreover, a $2008$ sudy of CEO and CEO candidates ervealed that this contratiction applies se exganizational leaders is nell. Lsing ratings made ly an mrentive search fini, rescartiers studicd the personditics and abilitics of $316$ CFO candidaen for companies involved in hoyout and vamere cipinal transation. Thev fonud that what gets a CDO candidate hired is not what makes him or her eflectire. Specificilly, CEO candidaies who were rated high on "nire" rades widi as resperting others, developt hy others, and teamwork were more likely to be hired, However, these same haracteristics$\_$ espectally teampost and respecting ohers fot senme capimal CFOn$-$ atade the organizations they led less successinl.

agreeatleness is an importunt virue? And in shich it is hamfit?

In some research we we conducted, we've found that the negative effects of agreeableness on earnings is stronger for men than for women $($that is$,$ being agreathle hurt men's earnings more than women's$).$ Why do you think this might be the case?