Managers and Decision-Making Term Paper by Nicky

A brief discussion on the impact of personality traits on managerial decision-making.
# 151444 | 1,220 words | 6 sources | APA | 2012 | US
Published on Jun 11, 2012 in Psychology (Social) , Business (Management)

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The paper describes how the conscientious, extraverted, open and agreeable manager will view decision-making and what types of situations will cause each of these managers stress. This writer then recounts his experiences with different managerial types and relates how he would change his own decision-making style when presented with different managers.

From the Paper:

"I have little experience with open managers. My work experiences have not put me into contact with this type much. I believe that I would respond well to working under such a person, since I have a high openness score myself. The projects may take too long to complete and not be driven by objectives, but the experience would be pleasurable.
Having worked for conscientious managers before, I prefer not to in the future. I can be conscientious at times, but not to the satisfaction of this managerial type. Conflict results most often with this type, and they can be overly fussy about details to the extent that the end objective is ignored. I find any degree of conscientiousness above my own to border to perfectionism, something that has been shown to be highly detrimental to effective decision-making.
"I definitely change my own decision-making style when presented with different managers. I find myself being more conscientious when working for an extroverted manager, since I end up taking on the role as the voice of reason. That said, for decisions that are less interesting to me on a personal level, I am more than happy to lean on their rules of thumb.
"I change the least for a conscientious manager. I find that style of decision-making overly at odds with my own, and hold tightly to my own style. I view the conscientious managers for whom I have worked as being overly detail-oriented and become more aggressive in placing emphasis on the end result than the process."

Sample of Sources Used:

  • Cox, B., Borger, S., Taylor, S., Fuentes, K., Ross, L. (1999). Anxiety sensitivity and the five-factor model of personality. Behavior Research and Therapy. Vol. 37, 7, 633-641.
  • Hartman, R. & Betz, N. (2007). The five factor model and career self-efficacy: General and domain-specific relationships. Journal of Career Assessment. Vol. 15, 2, 145-161.
  • Matthews, G., Emo, A., Funke, G., Zeidner, M., Roberts, R., Costa, P. & Schulze, R. (2006). Emotional intelligence, personality and task-induced stress. Journal of Exp Psychol Appl. Vol.12, 2, 96-107.
  • Page, J., Bruch, M. & Haase, R. (2008). Role of perfectionism and five-factor model traits in career indecision. Personality and Individual Differences. Vol. 45, 8, 811-815.
  • Tversky, A. & Kahneman, D. (1974). Judgment under uncertainty: Heuristics and biases. Science. Vol. 185, 4157, 1124-1131.

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APA Format

Managers and Decision-Making (2012, June 11) Retrieved June 07, 2023, from

MLA Format

"Managers and Decision-Making" 11 June 2012. Web. 07 June. 2023. <>