In recent years, the business world has increasingly adopted the Five Factor Approach, despite the availability of various alternative personality models. The Big Five personality test is free to take on the Psyculator website https://psyculator.com/big-five-personality-test/ . This innovative concept posits that human personality can be distilled into five fundamental factors: Openness, Conscientiousness, Extraversion, Agreeableness, and Neuroticism, occasionally referred to as Emotional Stability (Block, 1995, 2001; John & Srivastava, 1999). These core factors are intricately linked to specific personality traits known as personality facets. The widely recognized Five Factor Model (FFM; Costa & McCrae, 1992a), also known as the Big Five, comprises 30 lower-level personality facets, each encompassing six facets aligned with the broad factors. For example, Neuroticism is associated with attributes such as anxiety and anger, Conscientiousness evaluates qualities like self-discipline and planning abilities, Agreeableness embodies traits such as altruism and empathy, Extraversion gauges sociability and extroversion, while Openness generally evaluates one's inclination toward embracing new experiences.

Extensive research has affirmed that personality has the capacity to effectively predict job performance. Take Conscientiousness, often considered the most reliable predictor of job performance across various professions. It consistently demonstrates predictive correlations in numerous meta-analyses: .18 (Tett, Jackson, & Rothstein, 1991); .22 (Barrick & Mount, 1991); .24 (Hurtz & Donovan, 2000); .26 (Judge, Rodell, Klinger, Simon, & Crawford, 2013). To put it simply, Conscientiousness accounts for up to 6.8 percent of the variation in job performance. While this might seem modest, it's crucial to acknowledge that after IQ, recognized as the most potent predictor of job performance, the Big Five personality factors emerge as the second most influential predictors for job outcomes. Importantly, personality provides additional predictive value beyond IQ, suggesting that some job performance attributed to personality cannot be solely attributed to employees' intellectual capabilities.

What's even more intriguing is the extensive body of research indicating that personality offers insights into various critical organizational metrics beyond job performance. Numerous meta-analyses have validated the pivotal role of personality in predicting job satisfaction (Judge, Heller, & Mount, 2002), burnout (Alarcon, Eschleman, & Bowling, 2009), absenteeism (Ones, Viswesvaran, & Schmidt, 2003; Salgado, 2002), presenteeism (Johns, 2010; Miraglia, & Johns, 2016), workplace accidents (Clarke & Robertson, 2005; Clarke & Robertson, 2008), organizational commitment (Meyer, Stanley, Herscovitch, & Topolnytsky, 2002), organizational justice (Cohen-Charash & Spector, 2001), and counterproductive workplace behavior (Grijalva & Newman, 2015).

Furthermore, other meta-analytic studies emphasize the significance of personality assessments in predicting both positive and negative leadership styles (Bono & Judge, 2004; Eagly, Johannesen-Schmidt, & Van Engen, 2003). Regarding the latter, personality assessments serve as valuable tools for identifying detrimental leaders whose actions harm organizations. Importantly, a growing body of organizational research has linked destructive leadership to workplace bullying (e.g., Boddy, 2005, 2010, 2015), with a recent study suggesting that in a sample of working individuals in the United States, psychopathic and narcissistic leadership styles explained as much as 41 percent and 25 percent of the variance in workplace bullying, and up to 20 percent of the variance in employee depression (Tokarev, Phillips, Hughes, & Irwing, 2017). This has significant economic consequences, with the organizational costs of workplace bullying in the UK alone estimated to range from four to four and a half billion pounds annually, attributed to lost productivity and legal expenses (Rayner, 1997; Sheehan, 1999). In fact, the issue of workplace bullying is so persistent that Einarsen (1999) asserted that "Bullying at work... is a more debilitating and devastating problem for employees than all other work-related stressors combined" (p.2).