Personalities of Preferred Managers and Subordinates

Abstract

Purpose: This study explored personality traits within the Five Factor Model (FFM) of personality, that characterise managers’ perceptions of the personalities of their preferred managers and subordinates, and the extent to which managers’ own personality influenced their perceptions of those with whom they believe they would work best. Design/methodology/approach: Participating mangers (N=78) completed the Big Five Inventory (BFI; John et al.,1991; John et al., 2008) for themselves, their preferred manager and their preferred subordinate. Participants also provided open-ended rankings of characteristics perceived to be important for their preferred managers and subordinates. Correlation analyses and t-tests were conducted, and all open-ended rankings were coded according to the factors and facets of the Five Factor Model of personality. Findings: Participants preferred managers to be more open and extraverted and less neurotic than subordinates, while preferring subordinates to be more conscientious than managers. In addition to wanting them to be similar to themselves on each of the five factors, participants preferred managers and subordinates who were higher on the socially desirable five factor traits than themselves and lower in neuroticism. Originality/value: The results of this study may be beneficial for developing managers’ awareness of how their own and others’ personalities affect their working relationships. Developing this awareness in management training courses may assist managers to develop more positive working relationships. The methodology utilised to assess personality preferences in this study is a new approach within this area of organisational research.