Personality and decision-making in public administration: the five-factor model in cultural perspective

Using a cross-sectional survey of 254 Turkish district governors, this study assesses the impact of personality on decision-making among public managers. The research evaluates self-reported results from the Five-Factor Model of personality and the Decision-Making Questionnaire of the psychology literature. The findings suggest that Openness, Conscientiousness, and Extraversion are important in the analysis of decision-making subjects, tasks, and contexts, respectively. Departing from previous research, the analysis here suggests that culture and structure are important factors in explaining personality and decision-making in public administration. Points for practitioners This study offers policy implications for the recruitment, performance appraisal, training, and assignment of practitioners in the public service. Personality assessments can be used as a valuable tool during the evaluation of public officials under consideration for recruitment, appointment, and promotion. Matching the personalities of potential candidates to positions requiring comparable qualifications has important organizational, personnel, and financial implications. Our research also suggests that decision-making and personality should also account for social, cultural, and organizational differences in their applications.