Workplace Mavericks: How personality and risk-taking propensity predicts Maverickism
British Journal of Psychology, 103(4), 497–519
Summary
What makes someone a maverick at work? We surveyed 458 full-time workers and looked only at the useful side of maverickism. Mavericks tended to be extraverted, open to new experience and not especially agreeable. Whether a person favoured one side of the body also changed how neuroticism related to maverickism. In a risk-taking task, mavericks kept taking risks when negative feedback made other people more cautious. Both personality and the situation shape maverick behaviour.
Abstract
We examine the relationship between lateral preference, the Five‐Factor Model of personality, risk‐taking propensity, and maverickism. We take an original approach by narrowing our research focus to only functional aspects of maverickism. Results with 458 full‐time workers identify lateral preference as a moderator of the neuroticism–maverickism relationship. Extraversion, openness to experience, and low agreeableness were also each found to predict maverickism. The propensity of individuals high in maverickism to take risks was also found to be unaffected by task feedback. Our results highlight the multifaceted nature of maverickism, identifying both personality and task conditions as determinants of this construct.
Abstract as published in British Journal of Psychology.
Cite this paper
APA
Gardiner, E., & Jackson, C. J. (2012). Workplace Mavericks: How personality and risk-taking propensity predicts Maverickism. British Journal of Psychology, 103(4), 497–519. https://doi.org/10.1111/j.2044-8295.2011.02090.x
BibTeX
@article{gardiner2012workplace,
title = {{Workplace Mavericks: How personality and risk-taking propensity predicts Maverickism}},
author = {E. Gardiner and C. J. Jackson},
journal = {British Journal of Psychology},
year = {2012},
volume = {103},
number = {4},
pages = {497--519},
doi = {10.1111/j.2044-8295.2011.02090.x}
}