Personality

Report
Understanding Your Personality and
Teamwork Experiences

Report Prepared For:

Prachi Vats
April 29, 2024
Individual and Team Performance Lab
Department of Psychology
The University of Calgary
 OVERVIEW

PERSONALITY

This personality report provides your scores on the “Big Five” factors of personality (i.e., traits) based
on your survey responses. The goal is to help you become better acquainted with yourself and your
team members.

Big Five involve Extraversion, Emotionality, Conscientiousness, Agreeableness, and Openness (exact
labels vary by theorist). These traits are made up of “facets,” which are narrow personality variables
that are nested beneath each Big Five trait. This report provides scores on the narrow personality
variables as well as the overall Big Five score. The Big Five can describe people according to the
following:

Extraversion: talkative, assertive, energetic, outgoing, outspoken, and sociable

Emotionality: emotionally-stable, comfortable, and calm
Conscientiousness: organized, thoughtful, planful, efficient, responsible, and dependable
Agreeableness: sympathetic, kind, appreciative, trusting, soft- hearted, warm, and sensitive
Openness: imaginative, intelligent, original, insightful, and curious

Over the past half century personality psychologists converged on these five personality factors, or
traits, as a common framework for describing human personality traits. Other taxonomies exist that
also have a lot of scientific support, but the Big Five is clearly one of the dominant frameworks.

Moreover, the Big Five have been shown to be important in predicting a wide variety of work
outcomes. Job performance, leadership, productivity, sales, training, satisfaction, engagement,
commitment, well-being, and so on are all robustly related to Big Five traits. ITP Metrics uses the Big
Five because they are scientifically proven factors of personality, and because they are consistently
related to important workplace criteria (with 100s of thousands of people participating in those peer-
reviewed, published studies).

The Big Five are also important to team effectiveness. First, the Big Five are related to how people
perform in teams (e.g., contributing to the team’s work; keeping the team on track). Second, the Big
Five are related to aggregate team functioning based on the overall levels of the trait in the team,
defined in various ways (e.g., average, variability, configuration).

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 OVERVIEW

INTERPRETATION

The Big Five scores are provided along with scores on the six facets that make up each Big Five
personality trait. Text describing the implications of these score levels for your behavior in teams
appears next to the facet labels.

Your scores are presented in percentile form. A percentile is used so that you can interpret your score
relative to a large “normative sample” of other people who have responded to the survey. A percentile
indicates the percentage of scores in the sample that fall below your own score. For example, if you
score at the 90th percentile, your score was higher than 90 percent of the normative sample. The
normative sample is based on over 20,000 respondents from all walks of life.

The charts containing your scores have vertical grey lines indicating the deciles separating every 10
percentile points. The charts also have vertical yellow lines containing the breakpoints between “Low”
to “Moderate” score levels (25th percentile) and “Moderate” to “High” score levels (75th percentile).
Your report provides customized written feedback based on your score level.

APPLICATION

Look for overall patterns and themes in your results. Remember that higher or lower scores are not
“better” or “worse” in terms of performance. Rather, your scores reflect your unique personality with
respect to the Big Five model. In some instances scoring higher on a trait can be helpful (e.g., sociability
may be positively related to sales performance). In other instances, scoring higher on the same trait can
be a challenge (e.g., sociability may be negative related to satisfaction during remote work).
Accordingly, look for aspects of your report that confirm your expectations, aspects that surprised you,
and identify 2-3 traits that you consider strengths and 2-3 strengths that represent development
opportunities (where you may need the support of your team). Use the report to help identify some
key insights that will help your team members better understand who you are as a person and how you
can best work together. More development suggestions appear later in the report.

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 EXTRAVERSION

Extraversion

Activity Level

Assertiveness

Cheerfulness

Excitement-Seeking

Friendliness

Gregariousness

Low Moderate High

Activity Level: You likely find yourself alternating between managing multiple activities at once and finding time to take it
easy and relax. Continue to avoid the stress of always being on the go while considering ways you can best utilize your energy
to contribute to the team tasks.

Assertiveness: You sometimes like to take the lead in a group setting, but are also comfortable allowing others to take charge
in a team. Be aware of times when you should speak your mind or take the lead but also be mindful of situations where you
should take a step back and let others contribute.

Cheerfulness: You tend to be joyful and optimistic, but also know when to be serious about accomplishing the team's work.
Continue to adapt your behavior to best suit the situation, whether that means sharing a laugh with friends or focusing on the
task.

Excitement-Seeking: You enjoy routine, stable, and low-risk work. Capitalize on your ability to maintain enthusiasm during
tasks that are highly structural and orderly but are vital to the team's success.

Friendliness: You are fairly comfortable meeting most new people but there are times you may prefer to focus on the task
rather than building friendships. Be mindful of the times you can enjoy your ability to connect with others and when you should
focus on the team task at hand.

Gregariousness: You may find it difficult to work in a group and prefer to do work on your own but remember most work is
done as a team. Capitalize on your ability to be productive on your own by taking on focused tasks and being well prepared.

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 EMOTIONALITY

Emotionality

Anxiety

Frustration

Immoderation

Melancholic

Self Consciousness

Vulnerability

Low Moderate High

Anxiety: You may experience some worries or stress when thinking about your tasks or a team project, but you tend not to let
yourself be overwhelmed by these thoughts. Capitalize on your ability to anticipate challenges without getting caught up in
problems that may never happen.

Frustration: You do not easily lose your temper and are able to avoid most team conflict. Capitalize on your ability to stay
calm, but be careful not to appear unengaged or indifferent by avoiding all disagreements. Instead, focus on engaging in
task-focused discussions and debate.

Immoderation: You tend to be able to stay on task, but also are ready to join in spontaneous team discussion to help
generate ideas and solutions. Capitalize on your ability to stay focused to help the team succeed, but do not be afraid to join in
on spontaneous or tangent conversations that can lead to innovation.

Melancholic: You tend to feel happy and content with yourself and abilities, but sometimes may be critical of yourself. Turn
your self-criticism into constructive areas for of self-improvement and reflect on recent accomplishments and past
achievements to maintain your self-confidence.

Self-Consciousness: Although you often feel confident interacting with your team, you may sometimes feel uncomfortable
sharing your ideas. Remember that constructive comments about your idea are not a personal attack. If you are self-conscious
about speaking up, consider what the team might miss by not sharing your perspective.

Vulnerability: You tend to be confident managing the pressure of multiple tasks but can sometimes feel overwhelmed. Keep
open lines of communication with your team when you are feeling stressed and need help on a task. When you are managing
your stress well, offer up help to others that may be struggling.

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 CONSCIENTIOUS

Conscientiousness

Achievement-Striving

Cautiousness

Dependability

Orderliness

Self-Efficacy

Self-Discipline

Low Moderate High

Achievement-Striving: You tend to go above and beyond what is required of you to achieve high quality work. This is
beneficial to helping your team achieve the highest levels of performance but be careful not to take on extra work from team
members who may try to pass off their duties to you as it could lead to burnout.

Cautiousness: You often find yourself tentative about making a decision and moving forward. It can be beneficial to ask
questions and to do a risk analysis to better understand both sides of a decision but make sure your cautiousness doesn't hold
you back, especially with tight deadlines or high payoff opportunities.

Dependability: You tend to be responsible and follow through on your promises, which can help build trust within your team.
Continue to take responsibility for your assigned tasks to show your accountability and set an example for your team members.

Orderliness: You tend to value being orderly and organized. Capitalize on your organizational skills to help manage your
team's physical or virtual workspace, priorities, and workflow. Be careful that your desire to organize doesn't interfere with
your ability to mobilize and complete tasks quickly.

Self-Efficacy: You tend to be confident in your ability to get any job done. Support other team members that may not feel as
confident in their skills or abilities. This belief in your ability to succeed can help you achieve great things but be wary that your
confidence does not exceed your ability.

Self-Discipline: You are often prepared and able to execute your tasks without procrastinating. Take advantage of your
self-discipline by helping the team set goals and execute tasks. Be careful that your self-restraint and dedication does not come
across as an inability to relax by remembering to celebrate your accomplishments.

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 AGREEABLENESS

Agreeableness

Altruism

Cooperation

Modesty

Morality

Sympathy

Trust

Low Moderate High

Altruism: You are willing to give your own time to help others and are sensitive to their feelings and opinions. While this
behavior can help create a positive team environment, don't forget to take care of your own needs. Being too 'others focused'
can lead to burnout or falling behind on your own responsibilities.

Cooperation: You do not actively seek out confrontation but you also do not shy away from it. Promote harmony and healthy
debate in your team by encouraging less cooperative individuals to stay on task with their arguments and highly cooperative
individuals to stand up for their opinions or constructively analyze others ideas.

Modesty: You have a healthy amount of self-respect and are reasonably proud of your accomplishments. Use your confidence
to help encourage individuals in your team who may not think highly about their value to the team.

Morality: You value doing the right thing and like to follow the rules. You're an authentic and genuine person. Encourage your
team to make sound, ethical decisions, to reach your shared goals. Sometimes they may benefit from your moral compass.

Sympathy: You are sensitive to the situations of others and care about their struggles. This allows you to forge strong
connections and be in tune with problems team members may be facing in order to accommodate them. Watch that you do
not use all your energy on this, which can distract you from focusing on your own work.

Trust: You tend to trust others but still view their intentions to follow through on commitments with some suspicion. This
caution can be important when you first form a team but trust that your team members will do their work by setting clear
expectations of work quality in order to maintain team trust and accountability.

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 OPENNESS

Openness to Experience

Adventurousness

Artistic Interests

Imagination

Intellect

Liberalism

Sentimentality

Low Moderate High

Adventurousness: You tend to prefer traditional methods and working on familiar tasks. It benefits the team to exploit your
past experience to accomplish a task but remember that there are multiple ways of doing things. Do not be afraid to push your
boundaries by learning new methods if you have the time and resources.

Artistic Interests: You tend to engage in the practical aspects of a task while still holding value in the aesthetic of the work.
Help your team to create a presentation-ready final product that is both technically sound and creative in order to achieve the
highest possible performance.

Imagination: You tend to think in concrete or tangible terms, which means you don't easily get lost in thought. Capitalize on
this ability to concentrate on your work, encouraging other team members to do the same, but take mental breaks that include
non-structured thinking to help generate new ideas and solve challenging problems.

Intellect: You do not mind engaging in theoretical discussions or debating abstract ideas but are also content to focus on the
basic aspects of a task required for your team to succeed. Encourage your team to work on challenging problems while still
accomplishing simple but important deliverables.

Liberalism: You tend to be open to liberal ideologies, but do see the value in tradition and established ways of thinking. Use
this flexibility to connect to different-minded individuals and help others to be open to contrasting perspectives.

Sentimentality: You experience your own emotions deeply and empathize with others. Capitalize on your ability to
understand your team members' perspectives and offer empathetic support, but be mindful of your emotional expenditure to
save energy to concentrate on your tasks.

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 REFLECTION & DISCUSSION

1 Do you feel that this report accurately reflects your personality? What do you find most / least
accurate?

2 What traits stand out as being helpful for working with others and why?

3 What traits stand out as preventing you from working well with others and why?

4 What traits do you think could benefit you working alone but could harm you working in a team?
With this knowledge, how could you adjust when working in a team?

Team Discussion
1. Discuss an instance when, working in a team, one of your personality traits was helpful.

2. Discuss an instance when, working in a team, one of your personality traits was unhelpful.

3. Based on your report, share three traits you think could help your team achieve high performance. Why?

4. Based on your report, share three traits you think could prevent your team from achieving high perfo-
mance. Why?

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ATTRIBUTIONS & ACKNOWLEDGEMENTS

The survey items were drawn from the International Personality Item Pool (IPIP.ori.org).
According to the IPIP.ori.org project website, funds for the IPIP project were provided by a
research grant from the National Institute of Mental Health, U. S. Public Health Service (Grant
MH49227: Mapping personality trait structure; Lewis R. Goldberg, Principal Investigator;
Gerard Saucier, Co-investigator). Further details about research involving the specific items
used in the ITPmetrics.com survey can be found on the research page of ITPmetrics.com and
from Dr. Thomas O'Neill (toneill@ucalgary.ca). Please also see:

Goldberg, L. R., Johnson, J. A., Eber, H. W., Hogan, R., Ashton, M. C., Cloninger, C. R., & Gough,
H. G. (2006). The International Personality Item Pool and the future of public- domain
personality measures. Journal of Research in Personality, 40(1), 84-96.

Johnson, J. A. (2014). Measuring thirty facets of the Five Factor Model with a 120-item public
domain inventory: Development of the IPIP-NEO-120. Journal of Research in Personality, 51,
78-89.

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