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HR Should Consider Birth Order
－－Ben Dattner
As children, first-borns strive to emulate and please their parents, and often dominate and care for their younger siblings. Parents tend to delegate responsibility to firstborns, who identify with their parents and with authority. Therefore, relative to their younger siblings, first-born children tend to be more extraverted and confident, more conformist and conservative, more conscientious and academically inclined, and more dominant and authoritarian.
Firstborns, over represented among CEOs and political leaders, are likely to be relatively more comfortable and successful in situations where they can execute within an existing structure, leveraging their achievement orientation to incrementally build businesses and their attention to detail to ensure quality control. An example of an ambitious and successful firstborn is Leonard Lauder of Estee Lauder, who took over a small business from his parents and used a disciplined approach to grow it into one of the world’s largest cosmetics companies.
Firstborns are likely to be least comfortable in situations that require radical change or innovation, in self-managing teams where roles and status are fluid and ambiguous, or in expatriate assignments where they need to adapt to a foreign culture. Additionally, firstborns may be uncomfortable when they are required to work in subordinate roles. A case in point is Michael Ovitz, who did not succeed at Disney partly because he was not able to work as Michael Eisner’s number two.
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发表于 2003-7-7 11:02:00
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