The results of my questionnaire (see Appendix 1) show high extraversion and agreeableness, but relatively low conscientiousness. The five factor theory indicates that having high scores in extraversion and agreeableness. According to LeBarron (LeBarron, 2001, pp. 9), a “peer-reviewed meta-analysis found support for Extraversion as a valid predictor of job performance for managers and sales representatives,” which is ideal in my scenario as a potential manager . LeBarron (LeBarron, 2001, pp. 10) further states that “agreeableness was significantly correlated… with a measure of interpersonal facilitation.” This is again favorable in my situation due to the need for managers to work well with other people (on an interpersonal level). These results do not surprise me since, given the nature of a managerial role, it is expected that this job depends heavily on interpersonal communication, facilitated by agreeableness and extroversion. This also confirms Judge, (2002), who states that these intrapersonal traits help improve an individual's interpersonal skills, strengthening the argument. One problematic fact, however, was my low conscientiousness score. According to Bukowski (2011), individuals with higher scores in conscientiousness are more effective at managing conflicts and tend to provoke fewer disagreements, due to