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In contrast, situational factors usually have a stronger impact on behavior; this is the core evidence for situationism. In addition, people are also able to describe character traits of close to such as friends and family, which goes to show that there are opposing reasons showing why people can recall these traits.
Situationists, opponents of the trait approach, argue that people are not consistent enough from situation to situation to be characterized by broad personality traits. The debate is also an important discussion when studying social psychology, as both topics address the various ways a person could react to a given situation. [2]
The tendency for some people, especially those with depression, to overestimate the likelihood of negative things happening to them. (compare optimism bias) Present bias: The tendency of people to give stronger weight to payoffs that are closer to the present time when considering trade-offs between two future moments. [111] Plant blindness
The Vroom–Yetton contingency model is a situational leadership theory of industrial and organizational psychology developed by Victor Vroom, in collaboration with Philip Yetton (1973) and later with Arthur Jago (1988). The situational theory argues the best style of leadership is contingent to the situation.
Social psychology utilizes a wide range of specific theories for various kinds of social and cognitive phenomena. Here is a sampling of some of the more influential theories that can be found in this branch of psychology. Attribution theory – is concerned with the ways in which people explain (or attribute) the behaviour of others. The theory ...
Situational strength is defined as cues provided by environmental forces regarding the desirability of potential behaviors. [1] Situational strength is said to result in psychological pressure on the individual to engage in and/or refrain from particular behaviors.
The situation awareness of the team as a whole, therefore, is dependent upon both a high level of SA among individual team members for the aspects of the situation necessary for their job; and a high level of shared SA between team members, providing an accurate common operating picture of those aspects of the situation common to the needs of ...
A high LPC score suggests that the leader has a "human relations orientation", while a low LPC score indicates a "task orientation". Fiedler assumes that everybody's least preferred coworker in fact is on average about equally unpleasant, but people who are relationship-motivated tend to describe their least preferred coworkers in a more positive manner, e.g., more pleasant and more efficient.