The Big Five(OCEAN) Personality Traits
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Qifan Wang (Talk | contribs) |
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== Abstract == | == Abstract == | ||
| − | ''Projects are done by people and for people.'' Good project management is about how to organize people efficiently involving positions and tasks assigning, ways of communication, meet people’s satisfaction, etc. <ref name=' | + | ''Projects are done by people and for people.'' Good project management is about how to organize people efficiently involving positions and tasks assigning, ways of communication, meet people’s satisfaction, etc. <ref name='PMB'/> |
| − | Personality traits play an important role in people management, which have a big influence on success, efficiency, satisfaction, risk attitudes, performance, and more of projects. Since in a project, people have different backgrounds, interests, and personalities that make people think and manage the tasks in a different way and increase risks of conflicts somehow. A good perception of employees’ personality traits is a key for project managers to organize and design their teams. The similar and complementary personality traits make people, from different backgrounds and interests, well connected in a project and highly affect how and what they do in a project. | + | Personality traits play an important role in people management, which have a big influence on success, efficiency, satisfaction, risk attitudes, performance, and more of projects. Since in a project, people have different backgrounds, interests, and personalities that make people think and manage the tasks in a different way and increase risks of conflicts somehow. A good perception of employees’ personality traits is a key for project managers to organize and design their teams. The similar and complementary personality traits make people, from different backgrounds and interests, well connected in a project and highly affect how and what they do in a project. Similarly, the action and decisions that project managers made are impacted by personality traits, which are not related to the technical part. It also influences how project managers deal with the relationship of different stakeholders.<ref name='PMB'/> |
The so-called big five (OCEAN) personality traits theory is considered the dominant approach for representing the human trait structure today[2]. It was founded by Fiske (1949) and later expanded and elaborated by Norman (1967), Smith (1967), Goldberg (1981), and McCrae and Costa (1987). This theory contains five basic factors that are Openness, Conscientiousness, Extraversion, Agreeableness, Neuroticism[3]. Researchers have used the theory to predict individual differences in numerous settings: clinical (reviewed in Costa, 1991), industrial and organizational (e.g., Barrick & Mount, 1991, 1996; Barry & Stewart, 1997; Mount & Barrick, 1995), counseling (McCrae & Costa, 1991), and more[2]. | The so-called big five (OCEAN) personality traits theory is considered the dominant approach for representing the human trait structure today[2]. It was founded by Fiske (1949) and later expanded and elaborated by Norman (1967), Smith (1967), Goldberg (1981), and McCrae and Costa (1987). This theory contains five basic factors that are Openness, Conscientiousness, Extraversion, Agreeableness, Neuroticism[3]. Researchers have used the theory to predict individual differences in numerous settings: clinical (reviewed in Costa, 1991), industrial and organizational (e.g., Barrick & Mount, 1991, 1996; Barry & Stewart, 1997; Mount & Barrick, 1995), counseling (McCrae & Costa, 1991), and more[2]. | ||
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== Annotated bibliography == | == Annotated bibliography == | ||
<references> | <references> | ||
| − | <ref name=' | + | <ref name='PMB'> Geraldi, Joana et al. How to DO Projects : A Nordic Flavour to Managing Projects. Dansk Standard, 2017, pp. 160 s. |
| − | <ref name=' | + | <ref name='value'> Roccas, Sonia, et al. “The Big Five Personality Factors and Personal Values.” Personality and Social Psychology Bulletin, vol. 28, no. 6, Sage Publications, 2002, pp. 789–801, doi:10.1177/0146167202289008. |
| − | <ref name=' | + | <ref name='risk'> Lee, Chia Kuang, and Mei Yit Foo. “Risk Attitudes and the Big Five Personality Traits: a Study on Construction Project Practitioners in Malaysia.” International Journal of Construction Management, Taylor and Francis Ltd., 2020, pp. 1–11, doi:10.1080/15623599.2020.1793506. |
Revision as of 19:59, 13 February 2022
Contents |
Abstract
Projects are done by people and for people. Good project management is about how to organize people efficiently involving positions and tasks assigning, ways of communication, meet people’s satisfaction, etc. [1]
Personality traits play an important role in people management, which have a big influence on success, efficiency, satisfaction, risk attitudes, performance, and more of projects. Since in a project, people have different backgrounds, interests, and personalities that make people think and manage the tasks in a different way and increase risks of conflicts somehow. A good perception of employees’ personality traits is a key for project managers to organize and design their teams. The similar and complementary personality traits make people, from different backgrounds and interests, well connected in a project and highly affect how and what they do in a project. Similarly, the action and decisions that project managers made are impacted by personality traits, which are not related to the technical part. It also influences how project managers deal with the relationship of different stakeholders.[1]
The so-called big five (OCEAN) personality traits theory is considered the dominant approach for representing the human trait structure today[2]. It was founded by Fiske (1949) and later expanded and elaborated by Norman (1967), Smith (1967), Goldberg (1981), and McCrae and Costa (1987). This theory contains five basic factors that are Openness, Conscientiousness, Extraversion, Agreeableness, Neuroticism[3]. Researchers have used the theory to predict individual differences in numerous settings: clinical (reviewed in Costa, 1991), industrial and organizational (e.g., Barrick & Mount, 1991, 1996; Barry & Stewart, 1997; Mount & Barrick, 1995), counseling (McCrae & Costa, 1991), and more[2].
The Big Idea
Application
Limitations
Annotated bibliography
- ↑ 1.0 1.1 Geraldi, Joana et al. How to DO Projects : A Nordic Flavour to Managing Projects. Dansk Standard, 2017, pp. 160 s.
Cite error: <ref> tag with name "value" defined in <references> is not used in prior text.
