I do not talk a lot. (Reversed) I keep in the background. (Reversed) I have little to say. (Reversed) I do not like to draw attention to myself. (Reversed) I am quiet around strangers. (Reversed) Agreeableness The agreeableness trait reflects individual differences in general concern for social harmony. Agreeable individuals value getting along with others. They are generally considerate, kind, generous, trusting and trustworthy, helpful, and willing to compromise their interests with others. Agreeable people also have an optimistic view of human nature. Disagreeable individuals place self-interest above getting along with others. They are generally unconcerned with others' well-being and are less likely to extend themselves for other people. Sometimes their skepticism about others' motives causes them to be suspicious, unfriendly, and uncooperative. Low agreeableness personalities are often competitive or challenging people, which can be seen as argumentative or untrustworthy. Because agreeableness is a social trait, research has shown that one's agreeableness positively correlates with the quality of relationships with one's team members. Agreeableness also positively predicts transformational leadership skills. In a study conducted among 169 participants in leadership positions in a variety of professions, individuals were asked to take a personality test and have two evaluations completed by directly supervised subordinates. Leaders with high levels of agreeableness were more likely to be considered transformational rather than transactional. Although the relationship was not strong (r=0.32, β=0.28, p<0.01), it was the strongest of the Big Five traits. However, the same study showed no predictive power of leadership effectiveness as evaluated by the leader's direct supervisor. Conversely, agreeableness has been found to be negatively related to transactional leadership in the military. A study of Asian military units showed leaders with a high level of agreeableness to be more likely to receive a low rating for transformational leadership skills. Therefore, with further research, organizations may be able to determine an individual's potential for performance based on their personality traits. For instance, in their journal article "Which Personality Attributes Are Most Important in the Workplace?" Paul Sackett and Philip Walmsley claim that conscientiousness and agreeableness are "important to success across many different jobs." Sample items I am interested in people. I sympathize with others' feelings. I have a soft heart. I take time out for others. I feel others' emotions. I make people feel at ease. I am not really interested in others. (Reversed) I insult people. (Reversed) I am not interested in other