The Five-Factor Model of Personality and Managerial Performance: Validity Gains Through the Use of 360 Degree Performance Ratings

This study investigated the usefulness of the five-factor model (FFM) of personality in predicting two aspects of managerial performance (task vs. contextual) assessed by utilizing the 360 degree performance rating system. The authors speculated that one reason for the low validity of the FFM might be the failure of single-source (e.g., supervisor) ratings to comprehensively capture the construct of managerial performance. The operational validity of personality was found to increase substantially (50%-74%) across all of the FFM personality traits when both peer and subordinate ratings were added to supervisor ratings according to the multitrait-multimethod approach. Furthermore, the authors responded to the recent calls to validate tests via a multivariate (e.g., multitrait-multimethod) approach by decomposing overall managerial performance into task and contextual performance criteria and by using multiple rating perspectives (sources). Overall, this study contributes to the evidence that personality may be even more useful in predicting managerial performance if the performance criteria are less deficient.