Big Five Personality Traits In The Workplace

1459 Words 6 Pages
The American University of Kuwait

Management Personalities
How do the Big Five personality traits relateto a workplace?
Decision-making, leadership and motivation

Adham Mahmoud
MGMT 201-02
Dr. Muath Eleswed
August 24, 2016

The Big Five Personality Traits
In a workplace, school, or any other institutions, we meet people that come from different backgrounds. Other than their nationality and religion, a person is also labeled by their altitude and personality. According to the article “The Personality Factor: How Top Management Teams Make Decisions.” By Gianpaolo Abatecola, the author states “personality as a "characteristics way of thinking, feeling, and behaving. Personality embraces moods, attitudes, and opinions and is most
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If a leader has a sensitive and calm personality, for example his personality trait is openness to experiences or extraversion; we can hypothesize that their leading technique would be considerate. However, if a leader has an uncontrollable temper, we can hypothesize an aggressive leadership style. According to “Ethical Leader Behavior and Big Five Factors of Personality” by Karianna Kalshoven “many studies found significant relationships of the Big Five traits with different leader’s behavior and effectiveness” (350). Since a leader has power towards employees, they can choose which leadership behavior to use when authorizing. A study also found that “agreeableness, conscientious and neuroticism were the three most important leader traits for creating a justice climate” (350).The environment and atmosphere of the workplace is based on the leading skills. An ideal working environment would include safety and reliability. The environment of a workplace suggests the amount of effort and motivation that the employee has. If the workplace is dull and boring, there is not much motivation to complete their tasks and reach their goals. “Leaders high on conscientiousness are expected to behave consistently and thus also treat subordinates in a consistent way” (351). The author also added “conscientiousness reflects the tendency to adhere to codes of conduct and follow protocols and policies” (350). In that case, leaders with dependability and care tend to go with the rules and play the game fairly. In that note, the article states “leaders high on fairness are less like to show favoritism among employees” (352). Leader who choose favorites and gives rewards to some people depending on their likings are not successful at their

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