Today, both type and size of organization is committing substantial resources to team-based initiatives. Their purpose is correspondent: to improve the organization (Bauer & Bauer, 2005). However, while working in a team, different personalities have to be dealt with. But how do personalities of team members affect team performance? In this report, the kin between team member personalities and team effectiveness leading be examined.
By using the Big Five locater (OCEAN), I will assess my record profile. Subsequently, I will apply this profile to a team and investigate how my personality affects this team. This Big Five Locator represents a classification corpse (taxonomy) of traits that are suggested to capture the essential personality dimensions. The five factors are openness, conscientiousness, extraversion, agreeableness and neuroticism. These factors are used to describe human personality. It is alike a basis of many psychological studies in selecting military unit and choosing a study (Neubert, 2004). Finally, the outcomes of my research, combined with the current literature in the field, will show what contributions I can bring to a team.
The first trait concerns negative emotionality, or neuroticism.
In a team, people like to work with someone who is antiphonary and emotionally stable. The traits relating to neuroticism run from reactive (anxious, depressed, self-conscious) to resilient (calm, contented, self-assured) (Buchanan & Huczynski, 2011). With a score of 15 on negative emotionality, my personality is in the middle of this spectrum. According to Buchanan and Huczynski, I am a responsive. Responsives are able to use levels of emotionality appropriate to the circumstances, which is thusly positively related to team effectiveness. Since communication and goal context/achievement are very important parts in team
Personality and Team Effectiveness 3
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