My questionnaire results (see Appendix 1) show high extraversion and agreeableness, but relatively low conscientiousness. The Five Factor Theory states that having high scores in Extraversion and Agreeableness. According to LeBarron (LeBarron, 2001, p. 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, p. 10) also states that “agreeableness was significantly correlated…with a measure of interpersonal facilitation.” This is again favorable in my situation due to the requirement of managers to work well with others (interpersonally). These results are not surprising to me because, due to the nature of a management role, it is to be expected that this job will rely heavily on interpersonal communication facilitated by agreeableness and extroversion. This also supports the view of Judge (2002), who states that these intrapersonal traits help improve an individual's interpersonal skills, thereby strengthening the argument. One problematic fact, however, was my low score on conscientiousness. According to Bukowski (2011), individuals with higher conscientiousness scores are more effective in managing conflict and tend to cause fewer disagreements, due to