Key points are not available for this paper at this time.
Abstract Skepticism regarding the importance of personality traits as predictors of organizational behavior criteria has given way to an appreciation of the broad array of work outcomes predicted by personality. This article considers the effects of the five‐factor model (‘Big Five’) personality traits on the following work outcomes: (1) job performance; (2) work motivation; (3) job attitudes; (4) leadership; (5) power, politics, and influence; (6) stress, adaptability, and coping; (7) team effectiveness; (8) counterproductive/deviant workplace behaviors; (9) workplace accidents; and (10) conflict and negotiation. Two contemporary criticisms of personality research in organizational behavior – that the validities are small and that faking undermines the usefulness of personality inventories in employment contexts – are then evaluated. Finally, a brief agenda for future research is provided which highlights needed areas of advancement.
Judge et al. (Thu,) studied this question.
Synapse has enriched 5 closely related papers on similar clinical questions. Consider them for comparative context: