The five-factor model is a classification system of personality traits organized in five broad dimensions i.e. openness to experience, conscientiousness, extraversion, agreeableness, and neuroticism. The model was derived from factor analytic studies of a large number of existing measures on personality traits, and has been established as generalizable across cultures (McCrae & Costa, 1997; McCrae & Costa, 1999; McCrae & John, 1992).
EXTRAVERSION
The leadership should reflect extra-version; this dimension represents the leader to be optimistic, assertive, and sociable. The leader should serve as intervening means of transmission, expression, or communication. Extraverted leaders are capable of exercising their influence in an assertive manner to communicate in an effective method.
CONSCIENTIOUSNESS
The leadership requires the individuals to be disciplined, organized, and persistent. The leader should watch over or guard against carelessness, laziness and inefficiency. Conscientious leaders are consistently methodical, responsible, and thorough in their decision-making and activities.
EMOTIONAL STABILITY
Leaders are required to be confident, well adjusted, and self-assured. The leadership should have the maturity, poise, and stability to make sound decisions and act appropriately. Emotionally stable individuals have the confidence and strength of mind to adapt to diverse circumstances under pressure or stressful conditions.
OPENNESS to EXPERIENCE
Leader should be equipped with imaginative, curious, and adventurous aptitude. The leadership should necessarily possess cognitive independence and perception to assimilate fresh and inventive ideas. Open individuals are receptive to new experiences, which allow for creative and original thoughts, opinions, and beliefs that not only compliment a mission, but also enhance the experience.
AGREEABLENESS
Leadership skills are also dominated by the nature of the individual...
In this regard, element of rigidity and inferiority complex are demoted, and the leader is more focused towards achievement and success of the objective. (Judge, T.A., Martocchio, J.J., & Thoresen, C.J. (1997). Five-factor model of personality and employee absence. Journal of Applied Psychology).
In case of leadership, job performance and personality are related. The relationship between job performance and the five factors reflects the consensus between the social aspects of the workplace and leadership abilities. Research indicates that cognitive ability is more strongly correlated with task performance along with five factors. The five factors are strongly correlated with cooperating with others and the overall workplace experience, which are key components of long-term job success and sustainable leadership. Being absent from work or working as a team are correlates of personality that directly affect the promotion and credibility of the leader. Conscientiousness and extraversion are the two aspects of the five-factor model that are always correlated with positive job performance of the leader and his team, 'although conscientiousness is more positively correlated (extraversion is negatively correlated with job performance in that it appears to inspire more absence, but only when combined with low levels of conscientiousness)' (Sean P. Nubert. The five Factor Model of Personality in the Workplace). Agreeableness is negatively correlated with job performance within a leadership role. Openness to experience, in general, is unrelated. Neuroticism is negatively correlated with job performance.
References
Sean P. Nubert. 2006. The five Factor Model of Personality in the Workplace.
Jack Welsh. 2005. Five Questions to Ask.
Herb Kelleher. 2003. Words of Wisdom to Graduates
Judge, T.A., Martocchio, J.J., & Thoresen, C.J. (1997). Five-factor model of personality and employee absence. Journal of Applied Psychology.
