Open Access Open Access  Restricted Access Subscription Access
Open Access Open Access Open Access  Restricted Access Restricted Access Subscription Access

Executive Personality and Visioning Effectiveness


Affiliations
1 Department of Business Management Guru Jambheshwar University Hisar – 125 001, India
     

   Subscribe/Renew Journal


The New Global Economy has become a complex environment of intense competition inspiring organizations to restructure in the light of new market needs. It has been widely accepted that organizations without a clear and achievable vision are destined to fail. However, the degree of clarity or feasibility of vision depends on an increasingly important element of the executives' personality. In India, the changing industrial scenario requires business leaders to have a clear and achievable vision. None the less, it is the human resource that takes the organizations to the desired level when each personnel works and adjusts in the organizational environment according to their personality factors. The present research examines the executives' personality and their visioning effectiveness vis-à-vis the relationship between the two. The inter-correlation analysis reveals that the extraversion as a personality factor has positive correlation with total visioning effectiveness and the correlation is significant with three dimensions of visioning effectiveness.

Keywords

Personality Factors, Vision, Visioning Effectiveness
User
Notifications

  • Asendorpf, Jens B. and Susanne, Wilpers (1998), Personality Effects on Social Relationships, Journal of Personality and Social Psychology, 74(6): 1531-1544.
  • Balthazard, Pierre A., Potter, Richard E. and Warren, John (2002), The Effects of Extraversion and Expertise on Virtual Team Interaction and Performance, Proceedings: 35th Annual Hawaii International Conference on System Sciences.
  • Barrick, M. R. & Mount, M. R. (1991), The Big Five Personality Dimensions and Job Performance: A Meta-Analysis, Personnel Psychology, 44(1): 1-26.
  • Busato, V. V., Prins, F. J., Elshout J. J., and Hamaker, C. (1999), The Relation Between Learning Styles, the Big Five Personality Traits and Achievement Motivation in Higher Education, Personality and Individual Differences, 26(1): 120-140.
  • Costa, P.T., Jr. and McCrae, R. R. (1992), Professional Manual for the Neo-Pi-R and Neo-Ffi, Psychological Assessment Resources, Inc., Odessa, FL.
  • Eysenck, H.J., and Eysenck, S.B.G. (1975), Manual of the Eysenck Questionnaire, Educational and Industrial Testing Service, San Diego, CA.
  • Ghosh, P.K. and V.V. Manerikar (1974), In Search of Personality Characteristics of the Indian Managers, Journal of Applied Psychology, 11: 1-6.
  • Gleick, J. (1987), Chaos Making a New Science, Penguin, New York.
  • Kelly, Joe (1976), Organizational Behaviour, Richard D. Irwin, Illinois.
  • McCrae, R. R. and Costa P. T. (1997), Conceptions and Correlates of Openness to Experience. In R. Hogan, J. A. Johnson & S. R. Briggs (Eds.), Handbook of Personality Psychology, Academic Press, San Diego, (825-847).
  • Mount, M. K. and Barrick, M. R. (1998), Five Reasons Why the Big Five Article has been Frequently Cited, Personnel Psychology, 51(8): 849-857.
  • Pareek, Udai (2002), Training Instruments in HRD and OD, Tata McGraw Hill Pub. Co. Ltd., New Delhi.
  • Salgado, J. F. (1997), The 5-Factor Model of Personality and Job-Performance in the European-Community, Journal of Applied Psychology, 82(1): 30-43.
  • Silverman, Barry G. and Bharathy, Gnana K. (2005), Modeling the Personality & Cognition of Leaders, www.seas.upenn.edu/barryg/Crusades.doc.
  • Tett, R. P., Jackson, D. N. and Rothstein, M. (1991), Personality Measures as Predictors of Job Performance: A Meta Analytic Review, Personnel Psychology. 44(6): 703-742.
  • Wheatley, M. J. (1994), Leadership and the New Science Learning about Organisation from an Orderly Universe, Berrett-Koehler, San Francisco.
  • Wolters, C. A. (2000), The Relationship between High School Students' Motivational Regulation and their use of Learning Strategies, Effort, and Classroom Performance, Learning and Individual Differences, 3(3): 281-299.
  • Wright, T. A. (2003), What Every Manager should Know: Does Personality Help Drive Employee Motivation? The Academy of Management Executive, 17(2): 129-139.

Abstract Views: 353

PDF Views: 2




  • Executive Personality and Visioning Effectiveness

Abstract Views: 353  |  PDF Views: 2

Authors

B K Punia
Department of Business Management Guru Jambheshwar University Hisar – 125 001, India

Abstract


The New Global Economy has become a complex environment of intense competition inspiring organizations to restructure in the light of new market needs. It has been widely accepted that organizations without a clear and achievable vision are destined to fail. However, the degree of clarity or feasibility of vision depends on an increasingly important element of the executives' personality. In India, the changing industrial scenario requires business leaders to have a clear and achievable vision. None the less, it is the human resource that takes the organizations to the desired level when each personnel works and adjusts in the organizational environment according to their personality factors. The present research examines the executives' personality and their visioning effectiveness vis-à-vis the relationship between the two. The inter-correlation analysis reveals that the extraversion as a personality factor has positive correlation with total visioning effectiveness and the correlation is significant with three dimensions of visioning effectiveness.

Keywords


Personality Factors, Vision, Visioning Effectiveness

References