Personality traits and the use of performance information: enthusiastic and diligent public managers

The use of performance information in public sector organizations has become widespread globally in the wake of managerial reforms.

In today’s rapidly evolving landscape, performance information is seen as an essential input for public managers to make informed decisions and drive improvements to public services and policies. Yet, the way managers use this information can vary widely. While the importance of contextual or organizational variables in affecting such use has been documented, there is a lack of understanding of the role played by personality traits in shaping how managers engage with information.  

This study highlights the important role personality traits play in shaping how performance data is used, offering a deeper understanding of managerial behaviour that can lead to more effective and tailored performance management systems.

Drawing on data from a survey of 385 municipal public managers in Italy, this study shows that personality traits matter in explaining the extent of different types of performance information use.

The study highlights, in particular, the role of three key personality traits in contributing to shaping how managers use performance information: conscientiousness, openness, and extraversion. Managers who are more conscientious, i.e., methodical, meticulous, and task- and deadline-oriented, will be more likely to engage in the use of performance information. Similarly, managers who are more broad-minded, curious, creative, willing to embark on new experiences (i.e., open to experience), and who enjoy novelty, will rely more extensively on performance information use. Managers with higher levels of extraversion seem to be more likely to engage in specific uses of performance information, aimed at providing continuous feedback and orienting employees’ attention, probably because of their focus on relationships combined with goal-orientation.

The research also distinguishes between two types of managers based on their use of performance information. “Enthusiastic” managers present high levels of use of performance information, and ‘score’ high on extraversion. In these managers, the use of performance information is driven by openness and extraversion, and negatively associated with conscientiousness and agreeableness. These features suggest an enthusiastic approach to managerial tasks, involving intense and eager enjoyment and interest, which may explain a more intense reliance on performance information use. Conversely, “diligent” managers present lower engagement with most types of performance information use, and higher scores on all the other personality traits, except for extraversion. The use of information by these managers is driven mostly by conscientiousness, agreeableness (though to a smaller extent), and neuroticism (for legitimizing). Public managers who fall into this segment seem to interpret the use of performance information as a part of their duties, a reflection of their higher level of conscientiousness; and probably also as a way to please, to be cooperative and to be accepted within their organizations and teams, which are concrete translations of their agreeableness.

These findings have the potential to provide actionable insights for improving performance management systems. By recognizing that managers use performance information differently based on their personality traits, organizations can design systems that accommodate these diverse needs. This tailored approach can enhance the effectiveness of performance measurement and support better decision-making.

Furthermore, understanding these dynamics allows organizations to better align managerial roles with individual strengths, fostering a more supportive and effective work environment. In essence, this study underscores the importance of incorporating personality considerations into performance management practices, leading to more personalized and impactful public administration strategies.

Overall, the study highlights the critical link between personality traits and the use of performance information, offering a pathway to more effective management practices in the public sector. By embracing these insights, public administration can improve how performance data is utilized, ultimately leading to better outcomes and more efficient governance.

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Authors at the Department of Management

ILEANA STECCOLINI – PROFESSOR OF ACCOUNTING AND PUBLIC MANAGEMENT

Academic disciplines: Accounting, Public Management

Teaching areas: Accounting, Public Management

Research fields: Accounting, Public Management

Ileana Steccolini is Full professor of Accounting and Public management. She is the Editor of Financial Accountability and Management, the President of the International Research Society of Public Management, the chair and founder of the Public Service Accounting and Accountability Group, the Chair of the EIASM conference on Public Sector Accounting and Accountability, and the Chair of the Standing Scientific Committee of the European Accounting Association.