Type A Personality and Type B Personality And Their Levels of Stress - Essay Example

Module Module Organizational Behaviour 1985 words T Number Organizational Behaviour Introduction A number of personality traits are associated with stress and they include locus of control and self-esteem. A personality trait can affect how an individual will recognize and react to an event or a situation as a stressor. For example, a person with low self-esteem will most likely to experience stress in a situation that is more demanding such in a workplace; a person with high self-esteem will most likely not to experience stress in demanding work environment. Type A personality can be defined as an individual who is involved in a continuous struggle to accomplish more using less time. Type B personality can be defined as an individual who tends to be relaxed and easy-going, a good listener, patient, and looks at things in a wider perspective (Hellriegel and Slocum 2009, p191). It is important for the organizations to take note of these personalities and their relation to occurrence of stress as it will be discussed in the paper. Stress can affect the functionality and performance of an organization and better methods of coping with stress should be implemented. Type A Personality and Type B Personality And Their Levels Of Stress Type A and Type B stress theory was proposed by Ray Rosenman and Meyer Friedman in 1974. The theory assists one to offer an explanation why stress reactions are different among individuals. The theory proposes that the Type A personality is more stressful and susceptible to cardiovascular disease. Persons with Type A personality are impatient and extremely competitive and they always seem to attempt to achieve more than is possible. These individuals are always on a rash and usually undertake multiple responsibilities on a normal basis. Persons with Type A behaviour have difficulty in controlling aggression and anger; these behaviours usually persist below the surface and usually expressed in forms such facial grimaces, tensing of muscles, fist clenching, and nervous tics. The Type A traits also include hurried speech, feelings of guilt during times of relaxation, impulsivity and no compassion for the other Type As (Turner 2009, p7). On the other hand, Type B personality is very much different from Type A behaviour. The Type B personality is usually characterised by lack of hostility, lack of competitiveness (competitiveness only happens when the circumstances demand it), and a normally relaxed attitude towards life. Individuals with Type B personality lack sense of urgency about themselves and they lack free-floating hostility. Type B personalities have the capability of relaxing without feeling any guilt (Turner 2009, p7). The Type A personality individual usually lives at high stress levels and this is mostly driven by (a) constant urge to achieve even the most difficult goals, (b) the inability to stop even when they have accomplished their goals, (c) the constant working usually associated with time pressure, (d) their competitive and will nature which at times results to creation of competition, (e) will to work hard in order to avoid failure [these individuals hate failure], and (f) their levels of education and fitness [they are usually fit and well educated and this is attributed to their anxiety]. The Type B personality individual usually lives at low stress levels. These individuals; (a) work progressively and they enjoy their achievements and they do not become stressed when they fail to achieve, (b) in the face of competition do not mind failing, (c) are creative and they enjoy exploring concepts and ideas, and (d) they are frequently reflective [thinking about the inner worlds and outer worlds] (ChangingMinds.org 2011, par. 1). In regard to work, Type A personalities have a tendency of working under tight deadlines and they dedicate themselves to long hours of work in order to accomplish their responsibilities and duties; these individuals also attain promotion at a very fast speed. At the beginning, these individuals report high levels of job satisfaction and incidences of health problems are not reported. However, they rarely manage to maintain good health for a considerable length of time and thus, they do not reach the top level positions within the organization. This is attributed to the fact that they spend less time on analysing complex problems and hostility and impatience leads to the development of discomfort and stress for those they work with. As a result, Type B individuals tend to occupy these top level positions within the organization because of their patience and the ability to maintain pleasing interpersonal relationships with the rest of the employees in the organization; thus, they maintain organizational harmony (Singh 2009, p181). In regard to the health status of the two personalities, research done indicates that Type A personalities are more likely to suffer from coronary heart disease than Type B personalities; “fatal heart attacks occur almost twice as frequently in Type As” (Turner 2009, p7). The relationship between heart disease and Type A behaviour is particularly significant for persons in their 30s and 40s; the disease affects both genders (male and female) (Turner 2009, p7). Among the women, the most common group of Type A personality include those have shifted their lifestyle to fit the executive careers. Although cardiovascular disease is caused by many factors such as smoking and obesity, research conducted by Rosenman and Friedman indicates that the role of a stressful personality cannot be ignored (Turner 2009, p8). It is worth noting that, majority of the people are not purely Type B personality or Type A personality. Instead, individuals tend towards one type of personality more than the other personality. For example, a person might show marked Type A features most of the time but still be capable of relaxing once in a while; sometimes the individual might also forget about time. On the same note, the Type B personality individual might at times get obsessed with work (Griffin and Moorhead 2009, p169). As described earlier, Type A personalities have a greater risk of developing coronary heart disease than Type B personalities. From Friedman and Rosenman findings, Type B individuals are less competitive, less easily angered, and less impatient than Type A individuals. Laboratory studies have indicated that Type A individuals have considerable high levels of triglycerides, serum cholesterol and abnormalities in the lipoprotein ratios. In the corresponding studies, the three laboratory findings were important predictors of coronary heart disease; however, the subjects’ behavioural patterns were the best predictive factors (Davies and Janosik 1991, p335). Nayab (2010, par. 1) asserts that link between Type A personality and heart disease is only indicative and by no means can it be conclusive. Some studies have questioned the accuracy of this form of personality categorization and they have disputed the link between personality types and predisposition to heart disease. Specific characteristics like distrust and hostility have been noted as “more accurate predictors of heart attacks than global personality generalizations” (Davies and Janosik 1991, p335). There is significant support for the notion that competitiveness and ambition to be less harmful as once indicated (Davies and Janosik 1991, p335). Strategies and Methods That the Management Can Use and Implement in Order to Support Employee Stress Levels Since the source of stress is from the organizational level and individual level, the techniques to manage the negative effect of stress have to be recognized at the organizational level and the individual level. Stress management entails a three step process: (a) Awareness – this is the first step in stress management; one has to be aware of the stress symptoms and in particular the negative ones. (b) Identifying the source of stress – this step entails diagnosis of the sources of factors that lead to stress. (c) Coping with stress- in this step, an individual or the organization develops strategies to cope with the stress. Stressors are dealt in two ways; one is through the direct removal or changing of the stressor and secondly by assisting the individuals to modify or control their emotional reactions and feelings in a constructive manner (Singh 2009, p190). Stress has an impact on the individual and the individual has to adopt coping strategies in order to control and manage the stress effectively. The stress faced by the individual can be as a result of the circumstances he or she is in or because of his or her own personality or temperament. In other words, the stress can be due to job-related factors or environmental factors. The individual coping strategies include: (a) Changing the job – if an individual is not satisfied with the current job, changing the job’s nature or “leaving the organization in favour of alternative employment may be the answer” (Singh 2009, p190). Renegotiating can at times remove the stress which is caused by conflict, underload or overload, and role ambiguity. (b) Time management – the inability to manage and control one’s time can develop frustration and anxiety in the individual. Time management entails making a program of the goals to be accomplished and their deadlines (estimated deadlines), analysing the efforts and resources that are required to accomplish these goals, preparing a list of all the activities that are required to achieve the goals and giving priority to the tasks. (c) Seek help – in situations where the employee is not capable of catering the demands of the job and the workplace, support from the boss and colleagues can greatly assist the individual to alleviate stress (Singh 2009, p190). (d) Exercise – exercise reduces the chances of getting a heart attack. (e) Relaxation – it helps in managing stress and appropriate relaxation is an effective manner in which to adapt to stress (Singh 2009, p191). Organizations are becoming aware that they should get involved in managing and controlling stress among its employees. This is because; (a) the organization is partly responsible for developing the stress and it should assist is relieving it, and (b) that the workers under the influence of low levels if harmful stress can function or work more effectively. There are two basic strategies that can assist the employees in managing their stress and they include collateral programs and institutional programs. Institutional programs that are used to manage stress are carried out through the established organizational mechanisms. For example, work schedules and properly designed jobs can assist in easing stress. Shift work can create major problems for the employers because they are forced to constantly adjust their relaxation and sleep patterns. Thus, the organization should focus on work schedules and work design in order to reduce stress among the workers. Organizational culture can also be utilized to assist in managing stress. For example, a norm that is against taking vacation or time off can cause major stress. Lastly, supervision can play a crucial role in managing stress; for example, the supervisor can be the main source of overload thus creating stress (Griffin and Moorhead 2011, p191). A collateral stress program is a company program that is specifically designed to assist the employees cope with stress. Many organizations have adopted health promotion programs, stress management programs and other types of programs to manage stress; companies are creating their own programs or even adopting the existing programs. Majority of the companies today adopted employee fitness programs; these programs encourage employee to exercise (a factor thought to reduce stress) and thus reduce stress indirectly. There are other programs that attempt to assist employees cope with their stress and they include yoga and career development programs (Griffin and Moorhead 2011, p192). Conclusion Personality traits have an effect on the levels of stress an individual experiences. Type A personality individuals have high levels of stress than Type B personality types. These personality types also have an effect on the health of the individual; Type A individuals are more prone to coronary heart disease. Type B personality tends to stay long and maintain their jobs and improve their job-level positions than Type A individuals. Management can assist their employees to manage stress through two basic strategies (institutional programs and collateral programs) and thus improve the wellbeing of their employees and the company’s productivity. References ChangingMinds.org. (2011) Type A and Type B [Online], ChangingMinds.org. Available from: [Accessed on 24 Aug. 2011]. Davies, J. L. & Janosik, E. H. (1991) Mental health and psychiatric nursing. Sudbury, MA: Jones & Bartlett Learning. Griffin, R. W. & Moorhead, G. (2009) Organizational behavior: Managing people and organizations. Mason, OH: Cengage Learning. Griffin, R. W. & Moorhead, G. (2011) Organizational behavior. Mason, OH: Cengage Learning. Hellriegel, D. & Slocum, J. W. (2009) Organizational behavior. Mason, OH: Cengage Learning. Nayab, N. (2010) The relationship between personality types and heart disease [Online], HealthGuideInfo.com. Available from: [Accessed on 24 Aug. 2011]. Singh, K. (2009) Organizational behaviour: Text and cases. New Delhi, India: Pearson Education India. Turner, J. S. (2009) American families in crisis: A reference handbook. Santa Barbara, CA: ABC-CLIO. Read More