All candidates applying for a management trainee position are given a personality

test that measures the five dimensions in the five-factor model.  Which personality traits

would you consider to be the most important for this type of job? Explain and provide

examples.

For a management trainee position, several personality traits can significantly contribute to an
individual's success in the role. The five-factor model, or the Big Five personality traits, offers a
valuable framework to identify relevant characteristics. The five dimensions of this model are:

 Openness to Experience: This trait assesses a person's curiosity, creativity, and

willingness to embrace new ideas and experiences. In a management trainee role, being
open to experience can lead to adaptability, innovation, and a proactive approach to
problem-solving. For example, a highly open management trainee might be more willing to
explore alternative strategies for process improvement and show a greater interest in
learning about industry trends and emerging technologies.
 Conscientiousness: Conscientious individuals are organized, responsible, and reliable.
They have a strong work ethic, attention to detail, and a commitment to achieving goals.
These traits are vital for management trainees as they often handle multiple tasks, set
objectives, and work to meet deadlines. An example of conscientiousness in action would
be a management trainee who consistently prepares comprehensive project plans, tracks
progress diligently and ensures timely completion of tasks.
 Extraversion: This dimension reflects a person's sociability, assertiveness, and comfort in
social situations. In a management trainee role, extraversion can benefit networking, team-
building, and effective communication. A management trainee who scores high in
extraversion may excel in building rapport with colleagues, clients, and superiors, which can
facilitate collaboration and lead to better teamwork.
 Agreeableness: Agreeable individuals tend to be cooperative, empathetic, and considerate
of others' needs and perspectives. In a management trainee position, being agreeable
fosters positive working relationships and helps resolve conflicts constructively. For
instance, a management trainee who demonstrates high agreeableness would actively listen
to team members' concerns and mediate disputes diplomatically.
 Emotional Stability (or Neuroticism): Emotional stability refers to the ability to manage
and cope with stress, anxiety, and emotional fluctuations. In a management trainee role,
emotional stability is crucial for maintaining composure during challenging situations, making
rational decisions, and providing steady leadership. An example of emotional stability would
 be a management trainee who remains composed and focused while handling unexpected
setbacks or managing high-pressure projects.

References

Barrick, M. R., & Mount, M. K. (1991). The Big Five personality dimensions and job

performance: A meta-analysis. Personnel Psychology, 44(1), 1-26.

Hurtz, G. M., & Donovan, J. J. (2000). Personality and job performance: The Big Five revisited.

Journal of Applied Psychology, 85(6), 869-879.

Salgado, J. F. (1997). The Five Factor Model of Personality and Job Performance in the

European Community. Journal of Applied Psychology, 82(1), 30-43.

The dark triad is understandably a personality cluster of great concern in

organizations. Yet, even though it consists of three socially undesirable personality

traits, there is evidence that senior executives are more likely than the rest of us to

possess some of these traits.  Why would this occur? Does this mean the dark triad isn't

bad after all?

To answer why the dark triad occurs in many leaders and analyze whether the dark triad is good
or bad, we should look at the definition of the dark triad and its constituting factors.

The dark triad personalities encompass various types but share common characteristics,
including selfishness, a strong orientation towards social dominance, impulsivity,
manipulativeness, and a lack of empathy (though they understand others' emotions without an
adequate emotional response). All three traits fall under the subclinical category, within the
normal range of functioning, though men tend to exhibit higher levels than women. Narcissism is
extensively studied in organizational settings, with narcissists maintaining a positive self-view
through various strategies, displaying arrogance, entitlement, and an inflated self-image, often
resorting to aggressive or dominant behavior to seek recognition and self-enhancement.
Machiavellians are skilled manipulators with long-term strategies, employing prosocial and
antisocial tactics to achieve their goals, and they have diminished emotional connections, lack
commitment to ideologies, and are driven by power, status, and success. Psychopaths are the
most antisocial among the three, characterized by impulsivity, manipulation, callousness, and a
lack of empathy, often engaging in high-risk behaviors, bullying, and violence.
Why are the personality traits of the dark triad often found in managers?

To meet the demands of high-level positions as senior managers in organizations, potential

managers require decisiveness, high competitiveness, and an unwavering drive to achieve their
goals regardless of obstacles. As a result, individuals with Machiavellian and narcissistic
tendencies are often associated with these characteristics to a higher degree than the average
person, as their exceptional talents may lead to arrogance, overconfidence in their abilities, or
intuition. Consequently, in pursuing their goals, they may not be overly concerned with the
process or the emotions of relevant stakeholders nor adhere to ethical standards. In some
organizations, results may be prioritized and rewarded, unintentionally glorifying the dominance
and success of specific individuals. Consequently, individuals with these traits tend to advance
more quickly in their careers than others.

Moreover, an intriguing feature of the dark triad is its apparent psychological hardiness, which
may seem paradoxical for managers. However, studies indicate that talented managers tend to
engage in high-risk actions and fear consequences less. This can lead to unexpected
successes where careful deliberation is not warranted.

Lastly, managers often wield significant power within organizations and hold influential social
positions, making them more susceptible to the allure of the dark triad traits, which drive them to
attain power. However, as mentioned earlier, while dark triad traits may be prevalent in many
managers, not all possess these characteristics, and they are not prerequisites for effective
leadership.

It cannot be definitively stated that the dark triad is entirely negative, as it is evident that, by
definition, the characteristics of the dark triad often lean towards negative or distinct aspects
compared to the rest. However, research results have indicated that certain dark triad traits
contribute to developing confident, decisive, and firmly determined leaders with clear goals. An
example of the advantage of the dark triad can be observed in Machiavellian individuals who
are skilled negotiators and exhibit self-control.

References
Amir, T.S., Malik, A.A. (2017, June) Preference for Leadership Styles in High and Low

Machiavellians. International Journal of Social Science and Humanity, Vol. 7, No. 6.

http://www.ijssh.net/vol7/859-CV0006.pdf
Diller, S.J., Czibor, A., Szabó, Z.P. et al. The positive connection between dark triad traits and

leadership levels in self- and other-ratings. Leadersh Educ Personal Interdiscip J 3, 117–

131 (2021). https://doi.org/10.1365/s42681-021-00025-6

Heinitz, K. (2018, December 07) Can Dark Triad leaders be a good choice for a leadership

position?. https://www.egonzehnder.com/de/insight/can-dark-triad-leaders-be-a-good-

choice-for-a-leadership-position

"Emotional intelligence is more important than cognitive intelligence in

influencing an individual's success." Do you agree or disagree with this statement?

Support your perspective.

It is a controversial topic about whether an individual's success is determined by emotional or

cognitive intelligence. To answer the question, we need to understand emotional and cognitive
intelligence concepts.

The Harvard Business Review describes it as an individual's capacity to precisely identify,

comprehend, and control both their own emotions and the emotions of others. This implies that
emotionally intelligent individuals excel in perceiving others' feelings and responding
appropriately in various situations.

Cognitive intelligence, often referred to as cognitive ability or intellectual intelligence, is the

capability and capacity of an individual to acquire knowledge, process information, solve
problems, and engage in abstract reasoning. It encompasses various mental abilities such as
logical thinking, memory retention, language comprehension, mathematical skills, and spatial
reasoning. Cognitive intelligence plays a crucial role in learning, problem-solving, decision-
making, and adapting to new situations, contributing significantly to an individual's intellectual
capabilities and academic achievements. It is typically measured through standardized
intelligence tests, yielding an IQ (Intelligence Quotient) score, which assesses an individual's
cognitive abilities compared to their peers.

The correlation between cognitive intelligence and an individual's success is often linked to the
idea that having a high IQ can lead to success because it enables individuals to think critically
and solve complex problems quickly. Additionally, individuals with high IQs tend to excel
academically, which can translate into later success in their careers. However, some studies
have indicated that highly intelligent individuals may also be more prone to experiencing
depression and social isolation compared to those with lower-gifted talents.

Emotional intelligence (EI) plays a crucial role in the success of every individual, as evidenced
by its impact on 58% of success across various types of jobs, according to a study by
TalentSmart. EI is the ability to recognize, understand, and accurately manage one's and others'
emotions, leading to positive outcomes in many areas. Self-awareness enables individuals to
acknowledge their feelings, strengths, and weaknesses, supporting better decision-making and
personal development. Self-regulation allows for effective emotional management, responding
thoughtfully rather than impulsively. Another aspect of EI, empathy, fosters better relationships
with others, leading to improved teamwork and communication. Solid social skills make
individuals more likable and compelling in interpersonal communication, ensuring customer
loyalty and business success. For those aspiring to enhance their EI, practicing self-awareness
and empathy can be helpful. Emphasizing the development of EI can unlock more significant
career potential and overall success.

Both emotional intelligence (EI) and cognitive intelligence have particular impacts on an
individual's success, combined with personality and opportunities. However, I believe emotional
intelligence will have a more significant influence on an individual's success in their career and
life as a whole. One study revealed that while IQ accounts for only 20% of success, emotional
intelligence and social intelligence play a much more significant role. The ability to delay
gratification is a crucial indicator of future success. High EQ leads to healthy relationships with
others and influences physical health, as emotional balance is closely related to overall well-
being. Additionally, low emotional intelligence is linked to criminal behavior and unethical
conduct, emphasizing the importance of developing emotional intelligence from an early age.
Developing emotional intelligence is essential for achieving happiness, effectiveness, and
successful interactions with others, making EQ a key determining factor of overall success in
life.

References
Barker, B (2017, November, 07). The Little-Known Relationship Between Emotional Intelligence

And Success. https://www.forbes.com/sites/forbescoachescouncil/2017/11/07/the-little-

known-relationship-between-emotional-intelligence-and-success/?sh=31d83f6e696d

Beasley, B. (n.d.). Yes, ethics can be taught. https://ethicalleadership.nd.edu/news/can-ethics-

be-taught-new-evidence/
Chancellor, J. (2012, July, 21). Why Emotional Intelligence (EQ) Is More Important Than

IQ. https://owlcation.com/social-sciences/Why-Emotional-Intelligence-is-More-Important-

Than-IQ

Eren, F. Omerelli, C.A. Avcil, S. Baykara, B. Emotional and behavioral characteristics of gifted

children and their families. Noro Psikiyatr Ars. 2017. doi:10.5152/npa.2017.12731

Hlebowitsh, N. (2022, April, 22). What’s the difference between cognitive vs. emotional

intelligence?. https://thinkpsych.com/blog/cognitive-vs-emotional-intelligence/

Ovans, A. (2015, April 28) How Emotional Intelligence Became a Key Leadership Skill.

Emotional Intelligence. https://hbr.org/2015/04/how-emotional-intelligence-became-a-

key-leadership-skill

"Happy employees lead to happy customers." Explain why this statement tends to be

true and identify conditions in which it might not be true. 

In my opinion, this statement will hold true under the following conditions:

Firstly, when employees perceive their value within the organization and are recognized for their
contributions, they are more willing to dedicate themselves to exceptional customer service.
Additionally, dedicated employees proactively support and cater to customers' needs, improving
customer experiences and satisfaction.

Secondly, in an organization with a positive work environment that encourages collaboration,

communication, and a shared commitment to customer satisfaction, employees feel a strong
connection to the organization. They align with the organization's values, enabling them to
deliver better customer service.

Moreover, when employees are empowered within their capabilities, they gain confidence in
handling customer issues. This trust in the organization allows them to address customer
concerns quickly and efficiently.

Finally, when an employee is happy with their job, they contribute to creating a positive attitude
among other employees, leading to a workplace with a positive atmosphere. This positive
environment also affects the mood and satisfaction of customers, as they can sense the positive
service attitude displayed by employees within the organization.
However, there will be conditions or situations where customers may still feel dissatisfied with
the provided service: It could be due to poor quality products or services from the company, and
even if employees are happy and provide good service, it may not compensate for this and
satisfy customers. Other factors, such as economic conditions or rival competition, also
influence customer satisfaction. Additionally, depending on the nature of the industry or job,
specific expertise and skills may be required, and an employee's happiness only guarantees
customer satisfaction when dealing with stringent demands.

References
Hatfield, E., Cacioppo, J. T., & Rapson, R. L. (1994). Emotional contagion. Current Directions in

Psychological Science, 2(3), 96-100.

Harter, J. K., Schmidt, F. L., & Hayes, T. L. (2002). Business-unit-level relationship between

employee satisfaction, employee engagement, and business outcomes: A meta-

analysis. Journal of Applied Psychology, 87(2), 268-279.

Luthans, F., & Youssef, C. M. (2007). Emerging positive organizational behavior. Journal of

Management, 33(3), 321-349

Saks, A. M. (2006). Antecedents and consequences of employee engagement. Journal of

Managerial Psychology, 21(7), 600-619