1. Be agreeable. This doesn’t mean to not have an opinion when needed, however, don’t be the one team member that doesn’t agree to anything. The pleasant and positive nature of agreeable employees seems to have a positive impression on their supervisors (Weng & Chang, 2015).
2. Be conscientiousness. Conscientiousness employees are persistent and well organized (Goldberg, 1990). These employees know he value of getting the task completed for the betterment of the team and the company. They understand the company values and mission.
3. Leader-member exchange is a series of dyadic interactions between managers and employees (Dienesch & Liden, 1986). Interviewees should be aware of and learn about leader-member exchange before the interview. They should read on personality traits and be aware of what theirs are and how personality traits interact with leader-member exchange. Personality traits are crucial factors to influence leader-member exchange (Weng & Chang, 2015).
Dienesch, R. M., & Liden, R. C. (1986). Leader-member exchange model of leader- ship: a
critique and further development. Academy of Management Review, 11(3), 618e634.
Goldberg, L. R. (1990). An alternative “description of personality”: the big five factor
structure. Journal of Personality and Social Psychology, 59(6), 1216e1229
Weng C. & Chang W (2015). Does impression management really help? A multilevel testing of
the mediation role of impression management between personality traits and leader–member exchange Asia Pacific Management Review, Volume 20, Issue 1, 2015, pp. 2-10
No comments:
Post a Comment