EXTROVERSION AND MEDIA RICHNESS: AN ANALYSIS OF MEDIA PREFERENCES OF HIGH EXTROVERTS WITHIN SALES ORGANIZATIONS. A Thesis

Transcription

1 EXTROVERSION AND MEDIA RICHNESS: AN ANALYSIS OF MEDIA PREFERENCES OF HIGH EXTROVERTS WITHIN SALES ORGANIZATIONS A Thesis Presented to the Faculty in Communication and Leadership Studies School of Professional Studies Gonzaga University Under the Supervision of Dr. Michael Hazel Under the Mentorship of Dr. Dave Givens In Partial Fulfillment Of the Requirements for the Degree Master of Arts in Communication and Leadership Studies By Donna M. Dudek May 2016

2 Gonzaga University MA Program in Communication and Leadership Studies

3 ABSTRACT Personality traits and vocational acumen have been the source of research in recent years. Using personality measures such as the Five Factor model, researchers have sought to find common traits which may predict success in critical organizational roles. Communication needs and desires, including media richness choices, have also been the subject of past research. The purpose of this thesis is to tie these two themes together. Using a survey instrument containing both a personality inventory and a questionnaire examining media preferences in different scenarios, the author gathered data from sales professionals, client service professionals, and managers to evaluate similarities and differences in personality traits. Then, to tie prior themes together, the same population was asked to evaluate preferred communication media for different scenarios of incoming and outgoing messages. The resulting data showed overall high expectations for the richest media for incoming messages without regard for personality type. Those high in Extroversion, however, showed higher preference for communicating with others by face-to-face interaction.

4 TABLE OF CONTENTS CHAPTER 1: INTRODUCTION 1 Importance of the Study 1 Statement of Purpose 1 Definition of Terms Used 2 Organization of Remaining Chapters 2 CHAPTER 2: REVIEW OF LITERATURE 4 Philosophical Assumptions 4 Theoretical Basis 5 The Literature 6 Rationale 12 Research Questions 13 CHAPTER 3: SCOPE AND METHODOLOGY 14 Scope of the Study 14 Methodology 15 Data Analysis 17 CHAPTER 4: THE STUDY 18 Introduction 18 Results of the Study 19 Discussion 33 CHAPTER 5: SUMMARIES AND CONCLUSIONS 38 Limitations of the Study 38 Recommendations for Further Study 39 Conclusions 40 REFERENCES 42 APPENDICES 46 Appendix A: Questionnaire Section 1 Demographics 46 Appendix B: Questionnaire Section 2 Big Five Inventory 47 Appendix C: Questionnaire Section 3 Media Preferences 48 Appendix D: Participants with Big Five Inventory Scores 49

5 1 CHAPTER 1: INTRODUCTION Importance of the Study In sales organizations, maintaining a productive and engaged sales staff is crucial to profitability. Time spent by sales professionals in non-selling activities reduces potential contacts to clients and customers, thereby decreasing sales opportunities. Communicating clearly with sales professionals, therefore, can have a direct impact on sales revenue. If sales professionals understand the message and its impact, they should be able to spend less time on message interpretation and more time on sales-related functions. Furthermore, if sales professionals have specific expectations and desires for receiving messages by way of a particular communication medium, it might be prudent to consider media selection carefully when crafting messages to sales professionals. Taking steps to understand the role of communication media choice on message effectiveness within sales organizations can have an impact on enabling sales professionals to maintain a high level of sales-generating activities. Statement of Purpose The purpose of this thesis is to examine the role of personality traits on message media preferences. First, an examination of common personality characteristics within sales professionals was conducted. Second, if there is a commonality of traits within sales professionals, then does it follow that this common trait impacts media preferences. The research study conducted as a part of this thesis examined levels of extroversion among sales professionals. It then tested expectations for delivery for messages with personal impact as well as messages without personal impact. It went one step further by examining media choice for outgoing messages of both negative and positive content. This examination was designed to shed

6 2 light on whether the personality traits of sales professionals predisposes them to be more inclined to understand and accept messages when delivered by way of a specific communication medium. Definition of Terms Used The majority of terms used herein are commonly understood. The following terms may need clarification to ensure the readers are correctly interpreting the intent of the author. Extroversion, when capitalized within this paper, refers to the specific broad-based personality trait identified within McCrae and Costa s (1987) Five Factor model of personality identification. The traits common to Extroversion are explained more fully in Chapter 2. Extroverts, when capitalized, refers to individuals exhibiting high degrees of the traits common to Extroversion as measured by a verified Five Factor model personality inventory. Financial services refers to the industry which provides professional investment and financial planning advice to individuals and institutions. Advisor is a term used in the financial services industry to describe individuals who interact directly with clients. Advisors offer advice and wealth planning services in exchange for a fee. Advisors are considered sales professionals. Organization of Remaining Chapters The Table of Contents contained earlier in this manuscript offers the overall organization of the remaining chapters. Three chapters, however, contain subsections within the sections listed in the Table. An explanation of the structure of these three chapters is offered here in an effort to assist the reader in following the flow of the remainder of the research paper. The literature review section of Chapter 2 is organized into subsections. The first subsection discusses literature pertaining to the relationship between personality measures and vocational fit. This section lays the foundation for the examination of common traits among sales professionals. The next subsection discusses literature linking Extroversion with salesmanship.

7 3 The third subsection covers literature discussing communication traits of Extroverts. The final section of Chapter 2 introduces media richness and managerial preferences. Chapter 3 explains the nature of the research conducted as a part of this thesis. The Methodology section contains subsections to help organize the process used. The first subsection discusses the solicitation and acquisition of participants. The second subsection discusses the survey instruments used to collect data from participants. Chapter 4 offers the analysis of collected data. The first subsection analyzes Extroversion. The second subsection explores the relationship between Extroversion and incoming messages. The final subsection describes the relationship between Extroversion and outgoing messages.

8 4 CHAPTER 2: REVIEW OF THE LITERATURE Philosophical Assumptions Organizational communication is the subject of much research and study. Effective communication can maintain an engaged and motivated workforce. In sales organizations, keeping sales professionals focused and engaged leads to increased revenue, while distractions yield revenue and productivity losses (Ahearne, Haumann, Krause, & Wieseke, 2013). A positive relationship between managers and sales personnel aids sales outcomes (Loundsbury, Foster, Levy, & Gibson, 2014). For leaders, building loyalty with sales professionals is key for success (Monzani, Ripoll, & Peiró, 2014). Effective communication is the foundation on which loyalty is built. Yet in many cases, the personality traits that seem to be present in sales professionals also tend to lead to an extra sensitivity in how they perceive communication and relationships. In particular, the mode of communication or communication medium is important. Leaders who are charged with communicating with sales professionals should recognize the impact medium choice has upon message reception. Choosing the appropriate way in which to communicate is often as important as the words contained within the message. Marshall McCluhan (1964) discussed the importance of choice of medium. McCluhan s coined phrase, the medium is the message, indicates just how important choice of communication channel really is. The medium we choose tells the receiver the message behind the words. Reliance on only one or two forms of communication damages social realities and norms, and impoverishes literacy (McCluhan, 1964). Managers who are able to select the most appropriate communication medium for each message are typically the most successful communicators (Lengel & Daft, 1988). The words themselves are less important to communication than the medium through which the words are conveyed.

9 5 Theoretical Basis Media richness theory categorizes different communication media by the depth of information able to be conveyed (Griffin, 2012). Richness is determined by the number of cues discernable, the ability to use a variety of language, the amount of personal focus, and the ability to provide immediate feedback through multiple channels (Schiefelbein, 2012). Based on this criterion, the richest medium is face-to-face communication. When communicating face-to-face, participants use verbal and nonverbal cues, variations in tones of voice, and body language to convey messages. Impersonal mass written communication would be the least rich. Selection of the appropriate mode of communication can be instrumental in keeping sales professionals engaged and productive. The medium itself can enhance or distort the intended message (Lengel & Daft, 1988, p. 225). Finding the right employees to fill key roles has long been a focus of hiring managers. The personality of applicants is often given more weight by hiring managers than technical skills or general intelligence (Sitser, van der Linden, & Born, 2013). Personality traits, when paired with occupational requirements, create a match which can lead to improved performance and job satisfaction. These traits can actually become more profoundly embedded in individuals employed in an occupation requiring those traits (Wille & DeFruyt, 2014). Yet not all traits are a universal fit for all roles. Sales roles specifically seem to attract individuals whose personality characteristics fit sales roles, yet are a hindrance to success in other occupational roles. These characteristics also tend to have implications as to the nature of successful communication. A review of literature will first substantiate the link between vocational success and personality traits as measured by the Five-Factor model (Barrick & Mount, 1991; Barrick, Stewart, & Piotrowski, 2002; Costa, McCrae, & Holland, 1984; Wille & DeFruyt, 2014).

10 6 Further, it will support the idea that one particular trait, Extroversion, is commonly tied to success in sales roles. An additional literature examination will illustrate how this personality trait impacts communication desires and expectations of sales professionals. Finally, modes of communication and manager preferences will be examined. Each of these four key research themes lead to the research questions examined in this thesis. The Literature Personality, Vocational Fit, and Five-Factor Model When selecting employees for specific roles, hiring managers often place more emphasis on personality than on technical skills or intelligence (Sitser, van der Linden, & Born, 2013). Selecting an employee with the right personality traits is often more predictive of success and satisfaction than a specific skill set. The match between personality and vocation is important. Traits viewed as an asset for one occupation can prove to be a liability for another (Wille & DeFruyt, 2014). Personality traits and occupational proficiency remain stable through adulthood, which indicates the value of personality trait examination in determining appropriate vocations (Costa, McCrae, & Holland, 1984; Wille & DeFruyt, 2014). Measuring and identifying personality traits consistently has been the subject of much research. The Five Factor Model (FFM) (McCrae & Costa, 1987) is a method which has been frequently tested in research of vocational fit. McCrae and Costa identified and defined five broad personality traits which describe virtually all normal personalities (Loundsbury, Foster, Levy, & Gibson, 2014). These five traits, also called The Big Five, are Agreeableness, Conscientiousness, Extroversion, Neuroticism, and Openness to Experience. Of these five, Conscientiousness has consistently been cited as a dominant factor in success across virtually all occupations (Barrick & Mount, 1991; Furnham & Fudge, 2008; Hurtz & Donovan, 2000; Sitser,

11 7 van der Linden, and Born, 2013). This is not surprising, as conscientiousness is exemplified by being hardworking, ambitious, energetic, (and) persevering (McCrae & Costa, 1987, p. 88). Neuroticism is generally viewed as a negative indicator, meaning high levels of neuroticism were seen as detriments to vocational success (Furnham & Fudge, 2008). Again, this finding is understandable given the qualities associated with neuroticism: excessive worry, selfconsciousness, insecurity, anxiety, depression, and a pessimistic temperament (Barrick & Mount, 1991; McCrae & Costa, 1987). Agreeableness, or the ability and desire for community and amity, proved to be important for those who work in close teaming situations. For sales professionals, though, Extroversion has been shown as a primary predictor for success (Barrick & Mount, 1991; Conte & Gintoft, 2005; Hurtz & Donovan, 2000; Oviedo-Garcia, 2007; Sitser, van der Linden, and Born, 2013). Extroversion and Sales Success Barrick and Mount (1991) conducted a thorough meta-analytical study cross-referencing personality traits and occupations. They found a correlation between high levels of Extroversion and salesmanship. Hurtz and Donovan (2000) repeated the process, and added a factor for supervisory ratings as a component to determine levels of success. Their findings were in line with those of Barrick and Mount (1991), supporting the positive correlation between success in sales and high levels of Extroversion. Extroversion was viewed as a fundamental differentiator when using FFM for vocational acumen, pointing only to roles in sales or management (Hurtz & Donovan, 2000). Furnham and Fudge (2008), however, found Extroversion to be mediated by the type of products being sold. Brewer (2006) identified Extroversion as a quality present in successful business people. McCrae and Costa (1987) referred to sales professionals as the prototypic extroverts (p. 87).

12 8 Extroversion is characterized by being sociable, fun-loving, affectionate, friendly, (and) talkative (McCrae & Costa, 1987, p. 87). Extroverts are social beings. They crave social contact, and want to be around others (Brewer, 2006). They value relationships, and see communication as a conduit to build and nurture those relationships (Monzani, Ripoll, & Pieró, 2014). Extroverts are also seen as dominant and active (Barrick & Mount, 1991). They tend to initiate conversation and interaction, even when unfamiliar with the topic (Frederickx & Hofmans, 2014). This dominance, though, is not an impediment to communicating with a fellow Extrovert. Cuperman and Ickes (2009) found that the most effective dyadic teams consisted of two Extroverts. Extroverts are also viewed as being individualistic and autonomous, seeking satisfaction of their own goals rather than those of a team or organization. In fact, Extroversion was the only personality factor which was not associated with pro-social citizenship behavior (Chiaburu, Oh, Berry, Li, & Gardner, 2011). This individualism serves sales professionals, who tend to require an entrepreneurial spirit to succeed (Loundsbury, et. al, 2014). The combination of interaction with the public and high levels of autonomy seem to make Extroversion a near necessity for success in sales (Oviedo-Garcia, 2007). In their investigation of motivation and the Five-Factor model, Barrick, Stewart, and Pietrowski (2002) determined Extroverts are likely to be motivated by status and achievement. Motivation for those high in agreeableness were more motivated by a sense of community and belonging, whereas those high in conscientiousness were primarily motivated by a sense of accomplishment. Performance was highest among Extroverts when mediated by status (Barrick, Stewart, & Pietrowski, 2002). Sales roles tend to require the ability to change directions quickly,

13 9 and to move from one project to another, referred to as polychronicity. Extroversion was the only trait significantly related to polychronicity (Conte & Gintoft, 2005). Communication and Extroversion Extroverted individuals are conversation initiators, and engage in communication even if the outcome might be negative (Frederickx & Hofmans, 2014). They tend to value relationships where their opinions are heard and respected, and where they feel comfortable expressing those opinions. They want to be heard, and tend to show more loyalty to leaders who they feel genuinely listen to them (Monzani, Ripoll, & Pieró, 2014). The importance of the relationship to Extroverts might explain some of their specific communication behaviors. Extroverts use multiple forms of input for information gathering, including the non-verbal cues present predominantly in face-to-face communication. When communicating, extroverted individuals tend to be more physically expressive than introverted individuals, and they rely on receiving the same physical cues from their communication partner (Brewer, 2006). These needs can most easily be met by the richest communication medium: face-to-face communication. Less rich media inhibit relationship-building (McDonnell, O Neill, Kline, & Hambley, 2009), while faceto-face communication aids relationship building (Sussman & Sproull, 1999). Communicating using relationship-building media better fulfills the relational needs of extroverted individuals. Media Richness and Managerial Preferences Media richness is determined by the depth of interpersonal interaction it allows. It measures the ability to create a shared experience (Daft, Lengel, & Trevino, 1987). Pentland (2012) found that patterns, frequency, and richness of communication within teams contributed more to team success than all other factors ( individual intelligence, personality, skill, and the substance of discussions ) combined (Pentland, 2012, p. 62). Although Schiefelbein s (2012)

14 10 research involved distance learning and video conferencing, she found that using the richest medium available led to higher satisfaction for all communicants. The richer the medium, the more the communication experience is shared among participants. The three primary communication media to be discussed herein are face-to-face, telephone, and direct and personalized written. Face-to-Face Face-to-face interaction is considered the richest communication medium. In face-to-face communication, participants are able to express themselves using verbal language and nonverbal cues such as body language, gestures, facial expressions, tones of voice, and pace of speech. Communication is interactive, with each participant afforded the opportunity to reply and engage immediately, both verbally and non-verbally. Face-to-face communication also seems to offer the most effective path to relationship development (Sussman & Sproull, 1999). Face-toface interaction appears to be the most effective medium in team problem solving (Chapanis, Ochsman, Parrish, and Weeks, 1972). Hecht, Boster, and LaMer (1989) found that the ability to read all cues, both from communication partners and the environment, and adapt accordingly is important to effective listener-adapted communication. Although video conferencing comes close to imitating face-to-face communication, it is not an equal substitute. The lack of proximity insulates participants emotionally, and non-verbal cues outside camera range are lost. Face-toface stands alone as the richest medium. Telephone Communication Telephone communication allows for quick interaction and tone-of-voice input, but loses visual cues. As such, it is considered a less rich medium than face-to-face. Pentland (2012) noted that telephone communication becomes even less rich as more participants were added. As an

15 11 example, a conference call with hundreds or thousands of active callers would be a less conducive environment for immediate interaction than a conference call with five participants, and therefore loses some of its richness. Direct and Personalized Written Messages Direct and personalized written communication, delivered either electronically or physically, is lower on the richness scale. Written communication lacks the opportunity for participants in the conversation to immediately interact. It also limits information by eliminating non-verbal cues, including vocal variation. Pentland (2012) cited personalized written communication, including and text and instant messages, as the least valuable communication medium for team interaction and problem solving. in particular enables managers to communicate broad messages to an entire organizational unit quickly and efficiently, however the messages lose richness as messages become more generic (Daft, Lengel, & Trevino, 1987). Sussman and Sproull (1999), however, found to be a valuable medium choice for delivering negative news. A personalized sent to a single recipient allowed the sender to emotionally isolate themselves from the receiver, resulting in a message that was more honest and clear, and less likely to be misinterpreted by the receiver (Sussman & Sproull, 1999). In contrast, Lengel and Daft (1988) found that higher-level executives and those rated as successful in performance evaluations were less likely to communicate challenging personal messages using written medium. The variety of communication media available to managers today offers opportunity and presents challenges. Because of the importance of matching the appropriate medium with each message, communication skill is believed to be the core competency for sales leaders (Loundsbury, et.al., 2014). The highest performing managerial communicators are not those who

16 12 have the best language skills, but those who can choose the right medium for the message (Daft & Lengel, 1988). Top executives tend to rely on face-to-face communication for the majority of complex messages, yet this tendency is not necessarily found in managers at lower levels (Daft, Lengel, & Trevino, 1987). Managers reported higher levels of comfort and satisfaction when communicating complex and personal messages using less rich media (Sussman & Sproull, 1999). Rationale Past research supports the position that sales professionals tend to exhibit higher levels of Extroversion using McCrae and Costa s (1987) Five-Factor model. The qualities of Extroversion talkativeness, need for relationship-building, sociability, and dominance create certain expectations and needs in communication. A specific expectation involves receiving information by way of rich medium. These communication needs and expectations, when met, can help maintain a high level of engagement and productivity in the sales force. Yet organizational challenges such as extended geography and time constraints may cause leaders to choose less rich media to communicate. Other leaders may choose to deliver difficult messages in writing to ensure accuracy and emotional detachment. There is little research, however, that investigates whether richness desires of extroverted employees translate directly into the creation of organizational messages. Thus, this research intends to shed light on whether there is a correlation between Extroversion and media richness desires. Further, the results could indicate whether personality of the receiver should influence the message sender s media choice. To examine this issue, the following research questions are proposed.

17 13 Research Questions RQ1: Do individuals high in Extroversion indicate a preference for rich media when receiving incoming information? RQ2: Does the inclusion of a potential personal impact of the incoming information have an impact on media richness preferences? RQ3: What are the media-richness preferences of individuals with high levels of Extroversion when they have information to impart to others? RQ4: Do sales professionals tend to have higher levels of Extroversion than non-sales professionals within a sales organization?

18 14 CHAPTER 3 SCOPE AND METHODOLOGY Scope of the Study Past research has focused on the vocational predictive value of personality measures including the Five-Factor Model (McCrae & Costa, 1987). Researchers have attempted to identify traits which may lead to success in a variety of roles, including sales professionals. Communication patterns of managers have been examined. Yet there has been little research to pair the two. In organizations striving to maximize profitability by keeping sales professionals productive and focused, communication with sales professionals could hold the key. This research could bring new focus to the importance of media choice, and shed light on the impact of media choice on sales professionals. The scope of this study focuses on employees in sales organizations primarily in the financial services industry. While the goal is to determine whether sales professionals have specific media richness expectations, employees in all roles were within the scope. Adding participants in non-sales roles offers valuable comparison information which can examine whether sales professionals have unique communication needs within an organization. Additionally, although Extroversion was shown by prior research to be generally high among sales professionals, it may also exist within employees fulfilling other organizational roles. Examining all participants for levels of extroversion may help reinforce personality as mediating factor in expectations of medium. The participants were gathered using a non-probability solicitation method. All individuals who responded to the solicitation had an equal opportunity to fully participate in the research study.

19 15 Methodology Participant Solicitation and Contact An was sent to prospective participants using an organization s non-modified global distribution lists. Prefabricated distribution lists were used to avoid any possibility of selectivity by the author. All respondents were offered the same opportunity to fully participate, creating a randomization with the population. In addition, a request for participants was posted to the author s professional social media site, LinkedIn. The solicitation included a brief description of the nature of the project, and requested participants to contact the author via . All prospective participants were sent an introductory which included an explanation of the nature of the project and information about how the collected data would be used. Once informed of the nature of participation in the study, those who consented were included in the population. There were two delivery mechanisms used for distributing the surveys. Participants could choose to complete the survey either electronically or manually. Those who elected to complete the survey electronically received a link to a SurveyMonkey survey. Those who elected manual completion received a three-page survey printed on paper. Both instruments asked identical questions, and had identical options for each question. Formats were slightly different due to limitations of the electronic survey tool. Both versions were tested prior to distribution to subjects. Testers were asked to evaluate each for ease of completion and clarity of instructions. Upon completion of the pre-testing, survey instruments were delivered to all participants. Replicas of the paper version of the survey are attached as exhibits. Survey Instrument

20 16 The survey instrument itself consisted of three separate sections. The three sections included a brief demographic survey, a Five-Factor Personality Inventory, and a media preference questionnaire. Each of these sections is described in more detail below. The demographic section asked basic questions to establish approximate age, approximate length of service within their organization, and their role within the organization. Except for the question of age, answers were selected from a list of preset ranges. Ranges were used to provide consistency in answers. For those who indicated they occupied a sales role, the participant was asked to select the range indicating his or her approximate prior-year sales revenue. Each sales professional was asked to enter the range indicating his or her approximate prior-year sales revenue. The purpose of obtaining this information was to apply a successful rating to participants. The demographic questions are attached as Appendix A. The BFI (Big Five Inventory) 44-question survey was used to determine levels of Extroversion and the other four factors (John, Donahue, & Kentle, 1991). The survey contains 44 brief statements, and asks participants to respond to each by rating them on a five-point Likert scale. The scale ranged from a low of 1 (Strongly Disagree) to a high of 5 (Strongly Agree). Each statement asked participants to evaluate the level with which they agree or disagree with statements like, I am someone who does a thorough job and I am someone who can be moody. The complete 44-question instrument is attached as Appendix B. The media preference section asked four questions about incoming messages and four questions about outgoing messages. All questions asked the participants to select their first and second preferences from the following media choices: in-person, face-to-face conversation; telephone call; personal, addressed ; meeting or conference call; and written message with a copy of all pertinent policy information. The questions asked the participants to decide how they

21 17 would want to be informed of information pertaining to a variety of broad-based policy issues. Two of the four questions pertained to information which may have an impact on the participant. The other two questions were less personal in nature. This may help differentiate between richness desires when the information is more personal. The third section also contained four questions regarding outbound messages. Two outbound messages were to clients or customers, and two messages were to peers or coworkers. These questions hoped to test whether individuals high in Extroversion were more inclined to deliver both positive and negative information by the richest available medium, and whether this decision differed depending on the recipient. Questions regarding media preference are attached as Appendix C. Data Analysis Analysis of the BFI questionnaire results was completed using John, Donahue, and Kentle s (1991) scoring instructions for version 4A of the Big Five Inventory. Numeric values were assigned to each answer on the Likert scale. The 44 questions in the inventory contained eight measuring Extroversion and Neuroticism, nine measuring Agreeableness and Conscientiousness, and ten measuring Openness. The sums of the numeric values for each of the Big Five traits are then averaged to obtain an overall score. Analysis of the Media Richness section began by sorting all respondents by level of Extroversion. The top 20 percent was considered High Extroverts (HE). The bottom 20 percent was considered Low Extroverts (LE). The middle sixty percent was considered Moderate Extroverts (ME). Media preferences were compiled and averaged for each category of incoming and outgoing messages. Frequency of choices were examined by Extroversion level, age, gender, and occupational role.

22 18 CHAPTER 4 THE STUDY Introduction Surveys were distributed to potential participants between the dates of February 29, 2016 and March 11, Data collection ended on March 12, A total of 102 surveys were collected: 69 online versions and 33 paper versions. The initial review of surveys indicated two online versions were invalid. The respondents on these two surveys answered the demographic information only. These questionnaires were eliminated from the results. There were a total of 100 usable responses. Of the valid respondents, 48 were male and 52 were female. The role delineation consisted of 42 Advisory/Sales (34 male and eight female), 33 Client Service/Sales Support (five male and 28 female), 18 Management (six male and twelve female), three Technical/Analytical (two male and one female), and four Other (one male and three female). The average age of all respondents was 47 years old. The youngest average-aged group was Technical/Analytical at years, followed by Client Service/Sales Support at years, Other at 45.4 years, and Management at years. Advisory/Sales roles had the highest average age of years old. Responses to Section Two, The Big Five Inventory, were segregated for separate scoring. This section consisted of responses (r) to forty-four questions. Eight responses measured Extroversion (re), nine responses measured Agreeableness (ra), nine responses measured Conscientiousness (rc), eight responses measured Neuroticism (rn), and ten responses measured Openness (ro). Sixteen of the forty four questions were considered reverse-score questions. Responses to reverse score questions (R) were converted to r by subtracting the response from six (r=6-r). Averages were calculated for each category of r by dividing the sums of re, ra, rc,

23 19 rn, and ro by the number of total questions answered for each trait. Eleven respondents failed to complete all forty-four items. Because the scoring for this instrument is a simple non-weighted average, the missing question was eliminated, and the denominator for the average was adjusted. The average obtained is considered the overall score for each individual trait (se, sa, etc.). To maintain consistent scoring, a spreadsheet scoring template was constructed and used to score each individual questionnaire. All responses to the online questionnaire were downloaded into a spreadsheet using SurveyMonkey s downloading tool. The individual responses for the Big Five Inventory were replaced by the score for each of the Big Five traits (se, sa, sc, sn, and so). Paper versions of the questionnaire were first scored using the BFI scoring template. All responses and the individual Big Five scores were manually added to the spreadsheet. Results of the Study Extroversion Levels A primary focus for this research project is the impact of Extroversion on communication and media preferences. Within the total population, Extroversion scores ranged from a high of to a low of The average Extroversion score for the entire population was Conscientiousness showed the highest average total score, followed by Agreeableness and Openness. Only Neuroticism had a total average score lower than Extroversion. Within the Advisory/Sales population, Extroversion ranged from a high of to a low of 2.375, with a mean of Extroversion ranked as the third highest trait, behind Conscientiousness and Agreeableness. Within the Client Service/Sales Support role, Extroversion ranked fourth behind Conscientiousness, Agreeableness, and Openness. Total scores for each of the Big Five traits by occupational role are summarized in Table 1.

24 20 Occupational Role se sa sc sn so Advisory/Sales Client Service/Sales Support Management Technical/Analytical Other TOTAL POPULATION Table 1: Big Five Inventory Scores by Occupational Role All responses were sorted by level of Extroversion, from highest to lowest. Appendix D contains the entire population ranked by Extroversion score. The threshold for High Extroversion (HE) was set by determining the top twenty percent of the population ranked by se. Using this method, HE threshold was set at All respondents with se greater than or equal to were considered HE (HE=(sE 4.250)).. Similarly, the level for Low Extroversion (LE) was determined by identifying the bottom twenty percent of the population ranked by se. The level for LE was set at those equal to or less than (LE=(sE 2.875)). These levels were then applied to each population and the total population. Because the threshold level fell within a group of respondents with that score, the application of this threshold resulted in percentages slightly different than the initial twenty percent guide. To explain, the measure of the top twenty scores fell at Ten respondents showed an Extroversion score of All ten respondents were then considered to be High Extroverts, resulting in a total of twenty five respondents (25%) attaining a High Extrovert rating. The following charts indicate the levels of Extroversion among each occupational role. The categories of Technical/Analytical and Other were statistically insignificant, having no respondents considered High Extroverts. Charts are not included for these two categories.

25 21 EXTROVERSION LEVELS Total Population High Extroverts Low Extroverts Moderate Extroverts 53% 25% 22% Graph 1 EXTROVERSION LEVELS Advisory/Sales High Extroverts Low Extroverts Moderate Extroverts 55% 36% 9% EXTROVERSION LEVELS Client Service/Sales Support High Extroverts Low Extroverts Moderate Extroverts 46% Graph 2 Graph 3 Graph 4 39% 15% EXTROVERSION LEVELS Management High Extroverts Low Extroverts Moderate Extroverts 55% 28% 17% As is seen in the above charts, the level of Moderate Extroversion is relatively consistent across occupational roles, and this consistency is in line with the total population. There is a difference, though, in the number of those considered High Extroverts (HE) and Low Extroverts (LE). The total population, using our twenty percent markers, had HE of 25% and LE of 20%. The levels of HE increases to 36% with Advisory/Sales roles, with only 9% registering as LE. This is the highest level of HE among our three occupational roles. Client Service/Sales Support showed the lowest level of HE. Advisory/Sales roles seem to have a higher concentration of HE individuals than the other organizational roles tested. When segregated by gender, males seemed more likely to be categorized as HE by almost two times on a percentage basis (33% of males, 17% of females). Females were more than twice as likely to be considered LE on a percentage basis (31% of females, 13% of males). The

26 22 difference dissipated, though, within the Advisory/Sales role. When separated by gender, respondents within the sales role had levels of Extroversion within just a few percentage points of each other. Additionally, a slightly higher percentage of females in the Advisory/Sales role showed HE. Extroversion was found in a significantly higher percentage of males in the Client Service/Sales Support role. It is important to note, however, that there were only five respondents who were male in the Client Service/Sales Support role. No respondents in Technical/Analytical and Other roles were considered HE. Gender Role HE LE ME Total Male Advisory/Sales Female Advisory/Sales Male Service/Support Female Service/Support Male Management Female Management Male Technical/Analytical Female Technical/Analytical Male Other Female Other Table 2: Extroversion Levels by Gender and Occupational Role 60% 50% 40% 30% 20% 10% 0% EXTROVERSION LEVELS Total Population by Gender High Low Moderate Male 33% 13% 54% Female 17% 31% 52% Graph 5

27 23 60% 50% 40% 30% 20% 10% 0% EXTROVERSION LEVELS Advisory/Sales by Gender High Low Moderate Male 35% 9% 56% Female 38% 13% 50% Graph 6 70% 60% 50% 40% 30% 20% 10% 0% EXTROVERSION LEVELS Client Service/Sales Support by Gender High Low Moderate Male 60% 20% 20% Female 7% 43% 50% Graph 7 Extroversion levels were also compared by age. A comparison by age was conducted to evaluate whether age was more of a factor in Extroversion levels than occupational role. The population was sorted by age, then divided into three groups: twenty to forty, between forty and sixty, and sixty and over. The highest concentration by percentage of HE was in the over sixty group, followed by the forty and under group. The middle age group most closely resembled the initial breakdown to determine HE and LE (top 20% and bottom 20% of total population,

28 24 respectively). The forty and younger age group also showed the highest percentage of LE, while only one member of the over sixty age group measured LE (five percent). EXTROVERSION LEVELS BY AGE 70% 60% 50% 40% 30% 20% 10% 0% High Low Moderate 60 and Over 37% 5% 58% % 20% 59% 40 and Under 25% 34% 41% Graph 8 Extroversion and Incoming Message Preferences Section three of the questionnaire asked participants to select from a list of five communication media. The five media choices varied in richness: face-to-face, telephone, , meeting or conference call, and non-personal written communication. Four separate scenarios were presented for media selection. Two scenarios indicated specifically that it may have personal impact. The other two scenarios did not have personal impact. Responses were analyzed by calculating the percentages of respondents selecting each media type for the four scenarios. Results based on levels of Extroversion were compared to results of selections by occupational role and by age. Respondents were instructed on the definition of each of the five communication medium. Face-to-face, telephone, and were all personalized messages from their direct manager, or a person knowledgeable about the situation. Meeting referred to a meeting or conference call conducted by a direct manager or a person knowledgeable about the situation,

29 25 and attended by a group of peers. Written communication referred to a non-customized or individualized message suitable for delivery to a wide population. The tables which follow rank the communication media in order of richness based on these definitions from left to right, with the richest medium face-to-face communication holding the column to the left. Total population results were considered the baseline. The tables below show the results for each of the four message types, comparing extroversion levels against the baseline of total population. Face to Face Telephone Meeting Written Total Population 55.7% 8.2% 3.1% 11.3% 21.6% High Extroverts 44.0% 20.0% 4.0% 12.0% 20.0% Low Extroverts 66.7% 4.8% 4.8% 9.5% 14.3% Table 3: Preferred Media for Change to compensation plan or pay grid with impact Face to Face Telephone Meeting Written Total Population 71.7% 9.1% 9.1% 9.1% 1.0% High Extroverts 72.0% 4.0% 16.0% 4.0% 4.0% Low Extroverts 71.4% 4.8% 14.3% 9.5% 0% Table 4: Preferred Media for Change to staffing arrangement with impact. Face to Face Telephone Meeting Written Total Population 8.2% 3.1% 37.8% 31.6% 19.4% High Extroverts 16.0% 0% 28.0% 32.0% 24.0% Low Extroverts 4.8% 4.8% 33.3% 42.9% 14.3% Table 5: Preferred Media for Change to organization s senior management. Face to Face Telephone Meeting Written Total Population 5.2% 2.1% 32.0% 28.9% 32.0% High Extroverts % 41.7% 25.0% Low Extroverts 4.8% 4.8% 19.0% 42.9% 28.6% Table 6: Preferred Media for Information about organization s annual performance

30 26 In the two scenarios indicating potential personal impact (compensation changes and staffing changes), a lower percentage of HE participants selected the richest media than the total population. There was only a nominal difference (.6%) in the selection of face-to-face separating HE and LE participants in the staffing scenario. Only in the scenario of a change to senior management did the HE participants more frequently select the richest medium. The ratios change when looking at the top two media choices for each scenario. The number of ratings of 1 or 2 for each of the five media options were totaled, then averaged by the number of respondents in each population. Those in the HE population chose telephone a relatively rich communication medium as a top preference at a higher percentage rate than both LE and total population for messages of personal impact. In matters of compensation, though, the HE population chose the richest medium face to face at a lower percentage than both LE and the total population. 40.0% 30.0% 20.0% 10.0% Top Two Media Choices - Compensation 0.0% F2F Telephone Meeting Written Total Population High Extroverts Low Extroverts Graph 9

31 27 Top Two Media Choices - Staffing 50.0% 40.0% 30.0% 20.0% 10.0% 0.0% F2F Telephone Meeting Written Total Population High Extroverts Low Extroverts Graph 10 Again using the total population as a baseline, selections were compared by occupational role. The results followed a similar pattern to results by level of Extroversion, with Advisory/Sales comparable to HE and Client Service/Sales Support comparable to LE. Management, however, showed the highest level of desire for media richness. Differences in media preference were less dramatic in the question of changes to senior management. Whereas the HE population showed a significantly higher percentage selecting face-to-face communication for changes to senior management, there was little difference in face-to-face selection between occupational roles. While those identified with Advisory/Sales and Client Service/Sales Support roles were relatively in line with the total population, those in Management selected only the three least-rich media for information regarding annual performance. Face to Face Telephone Meeting Written Total Population 55.7% 8.2% 3.1% 11.3% 21.6% Advisory/Sales 51.2% 7.3% 4.9% 7.3% 29.3% Client Service/Support 57.6% 3.0% 3.0% 18.2% 18.2% Management 64.7% 17.6% 0% 5.9% 11.8% Table 7: Preferred Media for Change to compensation plan or pay grid with impact

32 28. Face to Face Telephone Meeting Written Total Population 71.7% 8.2% 3.1% 11.3% 21.6% Advisory/Sales 73.8% 7.1% 7.1% 9.5% 2.4% Client Service/Support 72.7% 3.0% 12.1% 12.1% 0% Management 72.2% 23.5% 5.9% 0% 0% Table 8: Preferred Media for Change to staffing arrangement with impact. Face to Face Telephone Meeting Written Total Population 8.2% 3.1% 37.8% 31.6% 19.4% Advisory/Sales 7.1% 0% 47.6% 23.8% 21.4% Client Service/Support 9.4% 6.3% 40.6% 34.4% 9.4% Management 5.6% 5.6% 16.7% 38.9% 33.3% Table 9: Preferred Media for Change to organization s senior management. Face to Face Telephone Meeting Written Total Population 5.2% 2.1% 32.0% 28.9% 32.0% Advisory/Sales 7.3% 2.4% 36.6% 24.4% 29.3% Client Service/Support 6.1% 3.0% 33.3% 30.3% 27.3% Management 0% 0% 23.5% 29.4% 47.1% Table 10: Preferred Media for Information about organization s annual performance Extroversion and Outgoing Message Preferences The final section of the questionnaire asked respondents to select their preferred communication medium and their typical communication medium for positive messages and negative messages to customers or clients and to peers or coworkers. Responses were analyzed by calculating the percentages of respondents selecting each media type for these eight messages. Results based on levels of Extroversion for each message were compared to results of selections by occupational role and by age. In each comparison, the percentages for the total population was considered as a baseline.

33 29 Within the total population and within each scenario, the choice of preferred medium reflected the richest selections: face-to-face and telephone. In fact, over 90% of respondents indicated a preference for either face-to-face or telephone communication in all four scenarios. In typical situations, however, the communication medium selection cooled. Negative news had a higher likelihood of richer media use than positive news. Respondents rated as HE showed a higher likelihood of selecting rich media than the total population, while LE-rated respondents showed a lower likelihood of selecting rich media. There was a significant difference in media preference between HE and LE, as is shown in Table 11. The LE respondents opted to communicate negative information in writing, either by letter or . Specifically, with negative client information 13.6% of LE respondents preferred to write a letter, with 9.1% preferring to use . The preferred mode of communicating negative peer or coworker information by the LE population was 9.1% and 4.5% by letter. In actuality, though, the LE population did not communicate these messages by letter at all, showing an increase in use to 13.6% for negative client information and 18.2% for negative peer information. Negative Client Positive Client Negative Peer Positive Peer Total Population 90.9% 93.9% 94.0% 91.0% High Extroverts 92.0% 96.0% 96.0% 88.0% Low Extroverts 77.3% 86.4% 86.4% 90.9% Table 11: Total of Face to Face and Telephone Elections as Preferred Media for Outgoing Communication

34 30 Composite Face To Face and Telephone Preferred Usage 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Total Population High Extrovert Low Extrovert Negative Client Positive Client Negative Peer Positive Peer Graph 11 Within role delineation, Advisory/Sales selected face-to-face as the preferred method of communication in both positive and negative client interactions at a significantly higher rate than Client Service/Sales Support and Management. The percentages declined in peer communication preferences. Management roles seemed to have the highest overall selection of rich media, with the exception of typical style for client communication, where Management was surpassed by Advisory/Sales roles.