ABSTRACT

Most of the US pooled studies found that conscientiousness contributed to performance across a wide range of occupations. Some even wondered whether this factor might be as useful a predictor of performance and/or success as is general intelligence, although this has been revealed as a common myth. However, it suggests that the trait of conscientious may be less important for those roles which demand a high IQ. The reason for this is that those with higher IQs should be better able to adapt their behaviours, where they perceive that this would make sense in relation to their work, despite their natural inclinations. One of the two US-initiated pooled studies reported a moderate connection between conscientiousness and managerial performance. However, the other, more selective one, did not and neither did a UK investigation. The SME director study did not find a significant relationship with overall effectiveness, job size or with any of the competencies.