In Module 4 we explained that EQ dimensions tend to be on bi - polar scale. Someone who is highly accommodating will score poorly on the opposite end of the scale - dominance or assertiveness. We also explained that when someone personality matches what the role requires, he then finds it easy to deliver on the job demands. When it does not match, then his personality is likely to work against him in the role. Below we will look at a few illustrations of this.

1. Firstly, we will look at a Team Leader, Eric. The role requires a healthy INTERNAL LOCUS OF CONTROL, whereas Eric's profile is at the opposite end of this dimensions - he has a strong EXTERNAL LOCUS of Control.

2. Then we look at Cathy who is a consultant with one of the major banks. Her role requires someone to be quite strong on the WARMTH personality dimension, but Cathy leans in the opposite direction, having a high score on the ALOOF end of this personality scale.
Illustration 1: Eric
Job Incumbent: Eric
Job: Team Leader
Personality Requirement for the Job: An INTERNAL Locus of Control
Eric has a very low score on this dimension and therefore a very high score on the opposite dimension: External Locus of Control
Productive Behaviours of an External Locus of Control
  • Compliant and a good follower
Counterproductive Behaviours of an External Locus of Control
  • Reactive and lacking in initiative; does not take responsibility for outcomes
Eric is a team leader in the distribution department of a manufacturing concern, Advance. Because Eric has an external locus of control he believes that he has little control over circumstances and situations. He tends to react, to lack initiative and to confine himself strictly to his job description.
He is responsible for sending out a large shipment to a client that assembles products made by Advance. The client's production comes to a halt without this shipment. Tonight Eric is on night shift. He notices that the quality supervisor has not signed off on the shipment because he is sick and not on shift. Signing off on quality is not in his job description, and Eric is afraid of doing something that does not fall within his job description.
Eric’s instructions are that he may not send out shipments without the quality supervisor’s signature. Eric makes sure therefore that the shipment does not leave the factory.
The shift changes over at 0600 the next day. Eric leaves, content that he has done his job as per his job description, and is replaced by the oncoming Team Leader, Ulric. Later that morning Ulric has to deal with a highly irate customer, wanting to know where his shipment is. It has not arrived and their production line has ground to a halt.
When Eric is confronted about this and asked why he did not notify anyone so that the omission could be corrected, he shrugs his shoulders and says he did his job properly and that he is not responsible for the quality department's mistakes.
In this case Eric defaulted to his natural behaviours which are to be compliant, follow and believe that circumstances, rather than he himself, is the agent that dictates that outcome of situations. If Eric had a strong internal locus of control, as required by the job, he would have used his initiative to resolve the fact that quality had not signed off on the shipment, and would have done everything possible to get the shipment out.
Illustration 2: Cathy
Job Incumbent: Cathy
Job: Banking Client Services Consultant
Job Requires: Warmth
Cathy has a very low score on this trait and therefore a very high score on its opposite pole: Aloof.
Productive Behaviours of being Aloof
  • Clinical
  • Objective
  • Factual
  • Task orientated
Counterproductive Behaviours of being Aloof
  • Disinterested
  • Aloof and distant
  • Cold and un-empathic
Cathy is a consultant with one of the major banks. A client has made an appointment to see her about making an investment. Cathy does not greet the client but nods to her to sit down. She does not ask how she can help the client, but gives the client a quizzical look, prompting the client to state why she is at the bank. Cathy does not maintain eye contact with the client. She sits typing silently on her computer to draw information that the client needs. She gives it to the client who asks her a question. Before she can finish it, Cathy interrupts her and talks over her. Cathy’s body language is negative and makes the client feel uncomfortable. No effort is made to engage the client or establish a rapport with her.
Cathy makes the client feel stressed and as though Cathy is doing her a favour by attending to her. The client politely takes the printout and leaves. Distressed and offended by the cold way in which Cathy has handled her, she experiences negative feelings towards the bank and asks herself why she would want a relationship with this bank. This has been such a negative customer experience for the client and has done reputational damage to the extent that the client decides to invest her money with a competitor. The client also decides to share her experience with the bank on social media.
Cathy was well trained and had the technical competencies to assist the customer. However, she defaulted to her natural behaviour which is to be cold and aloof and is the opposite of what is required by this role. As a result she alienates clients, rather than leaving them with a positive customer experience.
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