You Are Assigned To Work On A Team In The Workplace ✓ Solved

You Are Assigned To Work On A Team In The Workplace With A Person Who

You are assigned to work on a team in the workplace with individuals who have different personality types based on the Big Five model: Openness, Conscientiousness, Extraversion, Agreeableness, and Emotional Stability (Neuroticism). This paper describes the personality traits of each team member—Esmarelda, Delores, Brenda, and Melissa—highlighting how their traits influence team dynamics. Additionally, one relevant business source will be cited to support the importance of understanding personality diversity in teamwork, formatted according to APA guidelines.

Sample Paper For Above instruction

Introduction

Understanding team members' personality traits is vital in fostering effective collaboration and productivity in the workplace. The Big Five personality model provides a comprehensive framework for assessing individuals’ tendencies across five domains: Openness, Conscientiousness, Extraversion, Agreeableness, and Emotional Stability. Recognizing differences among team members like Esmarelda, Delores, Brenda, and Melissa contributes to better communication, task distribution, and conflict resolution.

Personality Profiles of Team Members

Esmarelda exhibits low extraversion (score of 4), indicating she prefers solitary activities and may feel less energized by social interactions. Her high agreeableness (score of 10) suggests she is cooperative, compassionate, and values harmonious relationships. Her moderate conscientiousness (score of 8) indicates she is fairly organized and reliable but not excessively strict. However, her low emotional stability (score of 3) shows she might experience anxiety or irritability, influencing her response to stress. Additionally, her low openness to experience (score of 4) implies a preference for routine and familiarity. These traits collectively portray Esmarelda as a team member who values harmony but might require support managing stress and embracing new ideas.

Delores demonstrates similar low extraversion (score 4) and high agreeableness (score 9), indicating she is reserved yet highly cooperative and considerate. Her moderate conscientiousness (score 8) reflects her dependability. She exhibits moderate emotional stability (score 7), suggesting she can handle stress reasonably well. Her openness to experience is also moderate (score 8), displaying curiosity and flexibility. Delores's profile emphasizes her as a supportive team member who values relationships and balances routine with adaptability.

Brenda scores high on extraversion (score 10), emphasizing her outgoing and energetic nature, often thriving in social settings. Her high agreeableness (score 10) shows she is warm, friendly, and cooperative. Her moderate conscientiousness (score 6) suggests she is somewhat organized but flexible in her approach. Brenda's low emotional stability (score 3) indicates she may be prone to stress or mood swings, which can impact her interactions. Her high openness to experience (score 10) points to her creativity and willingness to explore new ideas. Brenda’s traits make her an engaging and innovative team member who can energize discussions but might need encouragement in managing stress.

Melissa exhibits moderate extraversion (score 7), indicating she balances social engagement with solitude. Her high agreeableness (score 9) makes her cooperative and empathetic. Her moderate conscientiousness (score 8) signifies reliability and organization. However, her low emotional stability (score 4) suggests she may be susceptible to stress and emotional fluctuations. Her high openness to experience (score 9) reflects her curiosity and receptiveness to new concepts. Melissa’s personality traits contribute to her adaptability and ability to foster positive team interactions, despite some susceptibility to stress.

Supporting Business Perspective

According to Barrick and Mount (1991), understanding personality traits within teams enhances individual and collective performance. They argue that teams composed of diverse personality types can leverage strengths and compensate for weaknesses, leading to improved problem-solving and innovation. Recognizing these differences enables managers to assign roles effectively and create a supportive environment that enhances team cohesion (Barrick & Mount, 1991).

Conclusion

In sum, the varied personalities of Esmarelda, Delores, Brenda, and Melissa influence their interactions and contributions within the team. Recognizing each member’s Big Five traits allows for better management of team dynamics, promotes appreciation of diversity, and facilitates more effective collaboration.

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.
• Costa, P. T., & McCrae, R. R. (1998). The five-factor model of personality: Theoretical perspectives. In O. P. John, R. W. Robins, & L. A. Pervin (Eds.), Handbook of personality psychology (pp. 102-138). Guilford Press.
• Judge, T. A., Heller, D., & Mount, M. K. (2002). Five-factor model of personality and job satisfaction: A meta-analysis. Journal of Applied Psychology, 87(3), 530-541.
• McCrae, R. R., & Costa, P. T. (2003). Personality in Adulthood: A Five-Factor Theory Perspective. Guilford Publications.
• Roberts, B. W., Kuncel, N. R., Shiner, R., Caspi, A., & Goldberg, L. R. (2007). The power of personality: The comparative validity of personality traits, socioeconomic status, and cognitive ability for predicting important life outcomes. Perspectives on Psychological Science, 2(4), 313-345.
• Digman, J. M. (1990). Personality structure: Emergence of the five-factor model. Annual Review of Psychology, 41(1), 417-440.
• Jayasinghe, M. M. (2017). The impact of personality traits on teamwork and organizational effectiveness. International Journal of Business and Management, 12(11), 23-35.
• Barrick, M. R., & Mount, M. K. (2015). Yes, the five-factor model is a valid predictor of job performance. Industrial and Organizational Psychology, 8(2), 351-365.
• DeYoung, C. G., & Peterson, J. B. (2009). Between facets and domains: 10 Aspects of the Big Five. Journal of Personality and Social Psychology, 97(3), 880-894.
• Hurtz, G. M., & Donovan, J. J. (2000). Personality and Job Satisfaction: The Mediating Role of Job Characteristics. Journal of Applied Psychology, 85(2), 266-273.