Reporter-Adviser: Supporter, helper, tolerant; A collector of information; Dislikes being rushed; Knowledgeable; Flexible Creator-Innovator : Imaginative; Future- oriented; Enjoys complexity; Creative; Likes research work Explorer-Promoter: Persuader, "seller"; Likes varied, exciting, stimulating work; Easily bored; Influential and outgoing Assessor-Developer: Analytical and objective; Developer of ideas; Enjoys prototype or project work; Experimenter Thruster-Organizer : Organizes and implements; Quick to decide; Results- oriented; Sets up systems; Analytical Concluder-Producer: Practical; Production-oriented; Likes schedules and plans; Pride in reproducing goods and services; Values effectiveness and efficiency Controller-Inspector :Strong on control; Detail-oriented; Low need for people contact; An inspector of standards and procedures Upholder-Maintainer: Conservative, loyal, supportive; Personal values important; Strong sense of right and wrong; Work motivation based on purpose

The input-process-output is a classic framework to understand team performance. Input (individual, environment, and group-level) in combination with process (communication patterns, personal disclosure, conflict, influence) are the two variables that affect the most team’s output capacity. In relation with this framework, it is said that the ­big five theory of personality could predict team performance.

Extraversion, even if it seems to be important in team interaction, has not been highly related to team performance Conscientiousness is a very good predictors of individual work performance but not as much in team work Emotional stability (neuroticism) revealed to be the most important factors in performance of a team Agreeableness is also important to maintain good relation in teams and help to perform Openness to experience has not been cited because of the lack of informations about this trait

Even if each trait do not influence team work and performance as much as individual work, they are important traits to consider. They are giving a good overview of member’s different personalities and if all members are open to those differences, the team cohesion will be better. So if we related the input-process-output framework with the big five theory, we can see that depending on the traits that members of a team will represent, the environment of work will present different situations. Those situations (process) will positively or negatively lead to decisions (output) that will influence all the organization. That’s why it is possible to say that personality influences team work and performance. Psychology/ htmlhttp:// Psychology/ html (consultée le 10 février)

1- Try to associate your management profile to one of those given in page three and try to see what are the profile of your team members. Are you all similar or different? Have you chose those team members because of their similarities with you? 2-Now find which trait of the Big Five suits you and your team better and then analyse how your different traits influence your work and your interaction. Knowing the influence of personalities in team performance, is there some issues you could manage now that you know their source?

Personal thinking According to the research of the North American Journal of Psychology, none of the five traits have been highly correlated with team performance as they were with individual work. But it is natural to think that when we work in team, our way to work individually reflected through our personality and our vision of goals. We can deduce that if the major trait of our personality influence our individual work, il will also influence the way we interact with others if we stay close to who we really are. And, as the input-process-output reveals, the way we interact with others influences the output capacity of a team. Conclusion: our personality influences our team performance!