The Big Five Personality Traits in Organizational Behavior
This paper examines the Big Five personality traits as identified in organizational behavior literature: agreeableness, conscientiousness, emotional stability, openness to experience, and extraversion. Drawing on Griffin and Moorhead (2011), Hellriegel and Slocum (2007), and Nelson and Quick (2007), the paper defines each trait and illustrates how it can positively influence individual performance in organizational settings. The discussion highlights the practical relevance of personality dimensions for managers seeking to understand employee behavior, and concludes that no single trait defines a person's full personality—rather, all five dimensions work together to shape individual character.
- Introduction to Personality and the Big Five: Defines personality and introduces the Big Five model
- Agreeableness: Social, empathetic traits aiding group collaboration
- Conscientiousness: Goal focus, reliability, and organizational effectiveness
- Emotional Stability: Self-confidence and calm under workplace pressure
- Openness to Experience: Curiosity, creativity, and receptiveness to change
- Extraversion: Social comfort and performance in outward-facing roles
- Conclusion: All five traits together shape full personality
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What makes this paper effective
- Each personality trait is introduced with a precise scholarly definition drawn from a named source, grounding every claim in the literature rather than opinion.
- The paper consistently connects abstract trait descriptions to concrete workplace scenarios (e.g., a sales manager maintaining composure, extroverts excelling in marketing), making theoretical content practically accessible.
- The conclusion resists oversimplification by noting that personality is multidimensional, demonstrating awareness of the model's holistic nature.
Key academic technique demonstrated
The paper demonstrates effective use of definition-then-application structure: each section opens by defining the trait using a direct or paraphrased citation, then extends that definition into an organizational context. This technique shows the student's ability to move from conceptual understanding to applied analysis, a core skill in business and management writing.
Structure breakdown
The paper follows a clear parallel structure: a brief framing introduction, five body sections (one per trait) each built around definition, characteristics, and workplace application, and a short synthesizing conclusion. This consistent format makes the argument easy to follow and reflects disciplined academic organization appropriate for an undergraduate audience.
Introduction to Personality and the Big Five
Different people possess different personality traits. In seeking to define individuals' core personalities, researchers have identified several key personality dimensions. According to Griffin and Moorhead (2011), personality is "the relatively stable set of psychological attributes that distinguish one person from another." As these authors point out, there exists a need for managers to familiarize themselves with various primary personality attributes and the impact they have on the behavior of people in organizational situations.
Numerous personality traits have been identified over the years. However, in an attempt to ease the description and analysis of personalities, researchers have more recently identified several generalized personality traits (Hellriegel and Slocum, 2007). The Big Five personality traits, according to Nelson and Quick (2007), "include extraversion, agreeableness, conscientiousness, emotional stability, and openness to experience." Each trait is discussed below, along with examples of how it can contribute positively to an individual's performance in an organizational setting.
Agreeableness
Agreeableness, according to Griffin and Moorhead (2011), is essentially the ability of an individual to "get along with others." Agreeable individuals tend to be sociable and empathetic. People who are agreeable are also affectionate and kind — qualities that make it easy for them to connect with those around them. Indeed, a lack of agreeableness, in the opinion of Griffin and Moorhead (2011), can make an individual antagonistic, uncooperative, and irritable. In an organizational setting, an agreeable individual is likely to perform better at tasks that require collective effort, such as those carried out in a group or team context.
Conscientiousness
Conscientiousness, in the opinion of Hellriegel and Slocum (2007), "refers to the number of goals on which a person focuses." As the authors further point out, individuals who focus on a limited number of key goals and objectives tend to be more responsible, thorough, and organized than those who spread their attention across many goals. In the organizational setting, managers who are conscientious are more likely to achieve organizational goals as a result of their ability to remain focused and persistent. A manager with a high level of conscientiousness is also likely to be regarded as more reliable by colleagues and subordinates.
Conclusion
The personality of an individual should not be viewed as being limited to any single dimension. Rather, it is the five dimensions identified above — agreeableness, conscientiousness, emotional stability, openness to experience, and extraversion — that combine to shape an individual's overall personality. Understanding how these traits interact is valuable for managers seeking to leverage the strengths of their teams and foster effective organizational behavior.
References
Griffin, R. W., & Moorhead, G. (2011). Organizational Behavior: Managing People and Organizations (10th ed.). Mason, OH: Cengage Learning.
Hellriegel, D., & Slocum, J. W. (2007). Organizational Behavior (11th ed.). Mason, OH: Thomson Higher Education.
Nelson, D. L., & Quick, J. C. (2007). Understanding Organizational Behavior (3rd ed.). Mason, OH: Thomson Higher Education.
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