The following are my raw scores and percentile rankings from Oliver’s (2015) Big Five Inventory survey. My raw open-mindedness (i.e. openness) score is 1.00, and shows a higher ranking than 98% of other participants that have taken the survey, which indicates I tend to enjoy new experiences and viewing situations or problems from multiple perspectives. My raw score for conscientiousness is 0.96, and places higher than 99% of previous participants, which overall suggests I am well-organized and reliable. My raw score for extraversion shows 0.88, which is higher than 97% of other participants, and indicates I am outgoing, social, and energetic. My agreeableness score is 0.83, which is higher than 90% of other participants, and suggests I am easy
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I found the score and information to be accurate from my perspective of the extraversion trait. The generally high levels of extraversion, conscientiousness, open-mindedness, agreeableness, and low level of negative emotionality my scores reveal, seem to be highly symptomatic of effective leadership, as well as leadership in general (Northouse, 2016). These same score ranges have also been found in research to predict high performance in work settings, although some traits may be more effective in certain situations than others (Judge & Zapata, 2015; Latham, 2012). For instance, organizational leaders may need to accentuate extraversion in cross-cultural or multicultural teams, and openness may be more effective when interacting with multiple cultures or higher levels of diversity (Oswald, 2008). My relatively high score in conscientiousness may indicate that jobs with more freedom are an important factor, and that combined with agreeableness may correlate with flexible decision making in higher management and organizational performance (Latham, 2012). My scores indicate a slightly higher than average rating for the Big Five traits, when compared to other participants and seem to coincide with positions that require high levels of leadership and interpersonal
I found the score and information to be accurate from my perspective of the extraversion trait. The generally high levels of extraversion, conscientiousness, open-mindedness, agreeableness, and low level of negative emotionality my scores reveal, seem to be highly symptomatic of effective leadership, as well as leadership in general (Northouse, 2016). These same score ranges have also been found in research to predict high performance in work settings, although some traits may be more effective in certain situations than others (Judge & Zapata, 2015; Latham, 2012). For instance, organizational leaders may need to accentuate extraversion in cross-cultural or multicultural teams, and openness may be more effective when interacting with multiple cultures or higher levels of diversity (Oswald, 2008). My relatively high score in conscientiousness may indicate that jobs with more freedom are an important factor, and that combined with agreeableness may correlate with flexible decision making in higher management and organizational performance (Latham, 2012). My scores indicate a slightly higher than average rating for the Big Five traits, when compared to other participants and seem to coincide with positions that require high levels of leadership and interpersonal