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Within this section, I have outlined the conceptual definitions of the model, dependent and independent variables, and the conceptual definitions as they relate to the sample chosen for this research and to this specific research discipline. Each of the concepts is respectively addressed with chronological definitions. They serve to guide the inquiry and framework of this study.

Big Five Personality Model. A model that organizes personality traits into five broad dimensions: i.e., Extraversion, Agreeableness, Conscientiousness, Neuroticism, and Openness to Experience (Wiggins, 1996). It is described as a hierarchical construct that describes variations of personality regarding five dimensions, commonly referred to as the Big Five (McCrae and John, 1992; Gurven, von Rueden, Massenkoff, Kaplan, and Vie, 2013). Throughout this study, the Big Five Personality Model, Big Five personality traits, and the Five Factor Model (FFM) may be used interchangeably. This is based on the findings of De Fruyt, McCrae, Szirmak, and Janos (2004), who state that the Big Five is a derivative from the lexical approach associated with the work of early trait theorists, such as Allport and Odbert’s work (1936), and their finding that while the FFM is more closely associated with the personality factors questionnaire developed by Costa and McCrae (1985), that both can be intertwined regardless of the assumptions made about them.

Convergent Thinking. A type of critical thinking in which previously defined alternative solutions are evaluated to find a single correct solution, or one that has the highest probability of being effective (Guilford, 1967). It is the use of duplication of existing data and an adaptation of it to new situations in a sing...

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...ntegral to success, the novelty of exploring the dark side of this functional trait is that most would consider it inconceivable that program managers with the conscientiousness trait could have a dark side that could potentially impact their decision making and problem solving abilities.

Nonetheless, a number of studies suggest that excessively high levels of conscientiousness are associated with decrements in job performance (Le, Oh, Robbins, Ilies, Holland and Westrick, 2011; LaHuis, Martin and Avis, 2005). Specific shortcomings that are often found in employees with very high levels of conscientiousness include excessive attention to small details at the expense of larger project goals (Tett, 1998), as well as excessive rigidity in problem solving and lack of openness to alternative solutions (LePine, Colquitt, and Erez, 2000; Martocchio and Judge, 1997).