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This paper aims to rank and identify the most efficient project managers (PMs) based on personality traits, using Preference Ranking Organization METHod for Enrichment Evaluations (PROMETHEE) methodology.

The proposed methodology relies on the five personality traits. These were used as the selection criteria. A questionnaire survey among 82 experienced engineers was used to estimate the required weights per personality trait. A second two-part questionnaire survey aimed at recording the PMs profile and assess the performance of personality traits per PM. PMs with the most years of experience are selected to be ranked through Visual PROMETHEE.

The findings suggest that a competent PM is the one that scores low on the “Neuroticism” trait and high especially on the “Conscientiousness” trait.

The research applied a psychometric test specifically designed for Greek people. Furthermore, the proposed methodology is based on the personality characteristics to rank the PMs and does not consider the technical skills. Furthermore, the type of project is not considered in the process of ranking PMs.

The findings could contribute in the selection of the best PM that maximizes the project team’s performance.

Improved project team communication and collaboration leading to improved project performance through better communication and collaboration. This is an additional benefit for the society, especially in the delivery of public infrastructure projects. A lot of public infrastructure projects deviate largely as far as cost and schedule is concerned and this is an additional burden for public and society. Proper project management through efficient PMs would save people’s money and time.

Identification of the best PMbased on a combination of multicriteria decision-making and psychometric tests, which focus on personality traits.

The purpose of this paper is to explore and identify relationships between psychological contract inducements and the five‐factor model of personality (FFM) in Greece.

A survey questionnaire that incorporated measures of intrinsic and extrinsic psychological contract inducements and a Greek personality measure of the FFM was completed by 299 respondents. Hierarchical regression analyses were used to explore the hypotheses.

The paper finds that extroversion and conscientiousness are associated with intrinsic but not extrinsic psychological contract inducements and that neuroticism is associated with extrinsic but not intrinsic inducements. The hypothesis pertaining to openness to experience was rejected, because it was not associated with intrinsic psychological contract inducements, as expected.

The study design was cross‐sectional and used only self‐report measures. Therefore, it should be cross‐validated with different research designs (e.g. longitudinal research) and in other countries.

The findings provide further support on the significance of personality measures for the selection, development and motivation of employees.

The most significant contribution of the study is that it explores the relationship between personality and psychological contract inducements rather than psychological contract types. Another contributing factor is that the study is carried out in Greece.

The purpose of this paper is to explore the relationship between the five‐factor model of personality (FFM) and employees' voice behavior in Greece.

Employees' personality characteristics were assessed along with their voice behavior towards their supervisor and the top management of their company. Data were collected from a cross‐sectional sample of 334 professionals.

The findings demonstrate the relationship between personality and voice behavior towards the immediate supervisor, but not towards the top management of the company, and show that conscientiousness and emotional stability are the strongest predictors of employees' voice behavior.

The results of the study should be interpreted with caution, since they are based on self‐report measures. However, the findings suggest that two personality dimensions (emotional stability and conscientiousness) are significantly related with employees' voice behavior towards their supervisor.

The findings suggest important practical implications for HR practices, such as employee communication and personnel selection, since at least two personality dimensions are related with employees' voice behavior. The study also emphasizes the significance of first line supervisors' communication style in enhancing employees' voice behavior.

This is the first study exploring the relationship between the FFM and employees' voice behavior carried out in a EU‐country, such as Greece.

Although the role of organisational characteristics in the change process has been extensively analysed and discussed in the literature, individual characteristics, which are equally crucial for the success of change, have been neglected. Therefore, the purpose of the present study is to add a different way of looking and working with organisational change by focusing on individuals’ emotions and personality traits. This paper explores how emotional intelligence and the “big five” dimensions of personality can facilitate organisational change at an individual level by exploring the relationship between these attributes and attitudes toward organisational change. The sample consisted of 137 professionals who completed self‐report inventories assessing emotional intelligence, personality traits and attitudes towards organisational change. The results confirmed that there is a relationship between personality traits and employees’ attitudes toward change. Similarly, the contribution of emotional intelligence to the attitudes to change was found to be significant, indicating the added value of using an emotional intelligence measure above and beyond the effect of personality. The practical implications of these findings are discussed in relation to the phases of a change project.