Big Five Personality Traits and executive meta-competencies: Implications for Strategic decision making

Veröffentlicht: Dec 9, 2025

Abstract:

Purpose: This study aims to analyze the relationship between Big Five Personality Traits and strategic decision-making effectiveness at the executive level, while exploring the role of intrinsic meta-competencies that emerge when leaders face moments of isolation and make decisions independently.

Methodology/approach: Using a mixed-methods design, the study applies Braun and Clarke’s thematic analysis and Interpretative Phenomenological Analysis (IPA). Data sources include Big Five personality assessments of 50 senior executives and in-depth interviews with eight directors from various strategic industries.

Results: Findings reveal that openness to experience and conscientiousness consistently correlate with reflective, structured, and visionary decision-making patterns. The study also identifies that intrinsic meta-competencies such as productive solitude, deep reflection, and resilience in isolation enhance the positive manifestation of these personality traits.

Conclusion: The research provides a conceptual foundation for developing a more holistic talent development and succession planning framework, integrating personality traits and internal capacities often overlooked in leadership assessments.

Limitations: The study focuses on senior executives in strategic industries, limiting generalizability to other leadership levels or sectors. Additionally, qualitative methods may introduce subjective interpretations.

Contribution: This study contributes to leadership psychology and talent management by highlighting the interplay between personality, meta-competencies, and decision-making. It offers practical insights for executive coaching, leadership development programs, and organizational succession planning.

Autor/innen:
1 . Fauzan Fadli
2 . Nazifah Husainah
3 . Maswanto Maswanto
Zitationsvorschlag
Fadli, F., Husainah, N., & Maswanto, M. (2025). Big Five Personality Traits and executive meta-competencies: Implications for Strategic decision making. Annals of Human Resource Management Research, 5(4), 93–105. https://doi.org/10.35912/ahrmr.v5i4.3333
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Literaturhinweise

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  3. Alibasic, A., Upadhyay, H., Simsekler, M. C. E., Kurfess, T., Woon, W. L., & Omar, M. A. (2022). Evaluation of the Trends in Jobs and Skill-Sets Using Data Analytics: A Case Study. Journal of Big Data, 9(1), 1-28. doi:https://doi.org/10.1186/s40537-022-00576-5
  4. Aljohani, N. R., Aslam, M. A., Khadidos, A. O., & Hassan, S.-U. (2022). A Methodological Framework to Predict Future Market Needs for Sustainable Skills Management Using AI and Big Data Technologies. Applied Sciences, 12(14), 1-16. doi:https://doi.org/10.3390/app12146898
  5. AlNuaimi, B. K., Singh, S. K., Ren, S., Budhwar, P., & Vorobyev, D. (2022). Mastering Digital Transformation: The Nexus Between Leadership, Agility, And Digital Strategy. Journal of Business Research, 145, 636-648. doi:https://doi.org/10.1016/j.jbusres.2022.03.038
  6. Batisti?, S., & van der Laken, P. (2019). History, Evolution And Future Of Big Data And Analytics: A Bibliometric Analysis Of Its Relationship To Performance In Organizations. British Journal of Management, 30(2), 229-251. doi:https://doi.org/10.1111/1467-8551.12340
  7. Bauwens, R., & Cortellazzo, L. (2025). The Different Faces of E?Leadership: Six Perspectives on Leading in the Era of Digital Technologies. Human Resource Management Review, 35(1), 1-20. doi:https://doi.org/10.1016/j.hrmr.2024.101058
  8. Becker, G. S. (1962). Investment in Human Capital: A Theoretical Analysis. Journal of Political Economy, 70(5), 9-49. doi:https://doi.org/10.1086/258724
  9. Bevilacqua, S., Masárová, J., Perotti, F. A., & Ferraris, A. (2025). Enhancing Top Managers' Leadership with Artificial Intelligence: Insights from a Systematic Literature Review. Review of Managerial Science, 19, 1-37. doi:https://doi.org/10.1007/s11846-025-00836-7
  10. Braojos, J., Weritz, P., & Matute, J. (2024). Empowering Organisational Commitment Through Digital Transformation Capabilities: The Role Of Digital Leadership And A Continuous Learning Environment. Information Systems Journal, 34(5), 1466-1492. doi:https://doi.org/10.1111/isj.12501
  11. Cheng, Z., Jin, X., & Kwak, W. J. (2025). Using the New Positive Aspect of Digital Leadership to Improve Organizational Sustainability: Testing Moderated Mediation Model. Acta Psychologica, 255, 1-18. doi:https://doi.org/10.1016/j.actpsy.2025.104963
  12. Cheng, Z. M., Bonetti, F., Regt, A. d., Ribeiro, J. L., & Plangger, K. (2024). Principles of Responsible Digital Implementation: Developing Operational Business Resilience to Reduce Resistance to Digital Innovations. Organizational Dynamics, 53(2), 1-8. doi:https://doi.org/10.1016/j.orgdyn.2024.101043
  13. Elia, G., Solazzo, G., Lerro, A., Pigni, F., & Tucci, C. L. (2024). The Digital Transformation Canvas: A Conceptual Framework For Leading The Digital Transformation Process. Business Horizons, 67(4), 381-398. doi:https://doi.org/10.1016/j.bushor.2024.03.007
  14. Ertiö, T., Eriksson, T., Rowan, W., & McCarthy, S. (2024). The Role Of Digital Leaders’ Emotional Intelligence In Mitigating Employee Technostress. Business Horizons, 67(4), 399-409. doi:https://doi.org/10.1016/j.bushor.2024.03.004
  15. Farhan, W., Chaudhry, I. S., Razmak, J., & El Refae, G. A. (2024). Leaders’ behavioral approach in the digital era: Task vs relationship. Journal of Organizational Effectiveness: People and Performance, 11(1), 135-161. doi:https://doi.org/10.1108/JOEPP-06-2022-0145
  16. Fernandez-Vidal, J., Perotti, F. A., Gonzalez, R., & Gasco, J. (2022). Managing Digital Transformation: The View From The Top. Journal of Business Research, 152, 29-41. doi:https://doi.org/10.1016/j.jbusres.2022.07.020
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  18. Hambrick, D. C., & Mason, P. A. (1984). Upper Echelons: The Organization As A Reflection Of Its Top Managers. Academy of Management Review, 9(2), 193-206. doi:https://doi.org/10.5465/amr.1984.4277628
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  21. Heubeck, T. (2023). Managerial Capabilities as Facilitators of Digital Transformation? Dynamic Managerial Capabilities as Antecedents to Digital Business Model Transformation and Firm Performance. Digital Business, 3(1), 1-19. doi:https://doi.org/10.1016/j.digbus.2023.100053
  22. Hossain, S., Fernando, M., & Akter, S. (2025). Digital Leadership: Towards A Dynamic Managerial Capability Perspective Of Artificial Intelligence-Driven Leader Capabilities. Journal of Leadership & Organizational Studies, 32(2), 189-208. doi:https://doi.org/10.1177/15480518251319624
  23. Huynh, M.-T., Nippa, M., & Aichner, T. (2023). Big Data Analytics Capabilities: Patchwork or Progress? A Systematic Review of the Status Quo and Implications for Future Research. Technological Forecasting and Social Change, 197, 1-21. doi:https://doi.org/10.1016/j.techfore.2023.122884
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