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Evaluation of a Psychodynamic Theory of Personality

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This key personality trait has been shown to lead to extreme performance consequences of either winning or losing big. We conducted a choice experiment building on the original prospect theory experiments with 97 executives, in which we measured the effect of core self-evaluation on risk behavior. As a robustness test, here replicated and validated our findings with a larger sample of executives.

Building on the tenets of prospect theory, we show that decision makers with high levels of core self-evaluation are less loss averse. Surprisingly, this effect differs depending on whether gains or losses are highlighted in the decision. For gains, higher levels of core self-evaluation are associated with behaviors that are closer to risk neutrality. For losses, however, we find that higher levels of core self-evaluation further enhance the risk-seeking behavior of decision makers. These findings contribute towards understanding the effects of core self-evaluation in the work environment as well as in the decision process and provide an additional lens for studying how the personality of executives affects choices under uncertainty. In a management context, CSE has been shown to impact individual factors such as job satisfaction and job performance Judge and Bonointerpersonal factors such as leadership perception Hu et al.

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While most studies in the field have argued for a positive effect of CSE in the organization Https://amazonia.fiocruz.br/scdp/blog/purdue-owl-research-paper/death-in-dickinsons-i-heard-a-fly.php and Judge ; Judge and Bono ; Tierney and Farmerother researchers suggest that very high levels of CSE, or so called hyper-CSE, might reduce decision quality by inducing overconfidence and hubris, which is a state of extreme confidence triggered by internal and external stimuli Hayward and Hambrick Such hyper-CSE has also been linked to extreme performance outcomes of either winning or losing big Hayward and Hambrick ; Hiller and Hambrick When making decisions, executives display lf distinct risk-taking behavior Sitkin and Pablo ; Sitkin and Weingartwhich has been shown to be affected by individual risk preferences March and Shapira as well as by contextual factors such as the framing Football League Football National the decision in terms of gains or losses Tversky and Kahneman Generally, CSE has been linked to Psycjodynamic, the tendency to approach positive stimuli Erez and Judge ; Simsek et al.

This may in turn help explain why CSE can have both, extremely positive and negative performance effects in organizations. In this paper, we theorize and examine this relationship between CSE and risk behavior. Building on the tenets of prospect theory, we posit that CSE reduces Evaluation of a Psychodynamic Theory of Personality aversion of decision makers in choices under uncertainty.

In the domain of gains, the underweighting of uncertain outcomes with moderate and high probabilities is associated with more risk-averse decision-making behavior.

In this domain, we argue that higher levels of CSE Presonality behavior closer to risk neutrality. In the domain of losses, however, the underweighting of uncertain outcomes with moderate and high probabilities makes decision-makers more risk seeking. Thus, we posit that in this domain higher levels of CSE tend to enhance risk-seeking behavior. Empirically, we test our hypotheses based on a study, in which we conducted choice experiments with 97 executives. For this, we created and pretested a setting closely resembling the approach of Tversky and Kahnemanin which we added CSE as an additional psychological variable.

Our results support our hypotheses. A second study involving executives confirmed the robustness of our findings. Our theory and empirical results help explain divergent findings on the effect of CSE on executive risk-taking behavior and organizational performance EEvaluation highlighting the divergent effects of CSE for different decision frames. With this, we provide an additional lens for studying how the personality of executives affects the strategy process of organizations.

Our findings may thus provide a starting point for a more detailed examination of the antecedents and effects of personality in the strategy process and its aggregate influence on performance Judge and Kammeyer-Mueller ]