X-ray of the Personality of Spanish Managers: un in-depth analysis based on the evaluation of 500 management profiles.
Saltor Talent has carried out a study, based on Artificial Intelligence, to analyse the personality of 500 Spanish managers and compare their performance with the international average of active professionals.
In the field of professional evaluation, especially in management positions, it is essential to analyze a series of dimensions that reflect key aspects of personality and behavior in the work environment.
At Saltor Talent, taking the "Big 5" psychological model as a base, in our selection and evaluation processes of management profiles we analyse up to 8 major dimensions through the OPTO tool, developed by the company Master Value People.
These 8 dimensions include:
• Influence
• Resilience
• Cooperation
• Efficiency
• Delivery
• Compliance
• Agility and innovation
Each of them measures specific skills that determine how an individual interacts with their environment, manages stress, collaborates with others, achieves results, organizes their work, fulfills their responsibilities, solves problems, and adapts to change, among other aspects.
In our analysis, we use an international standard as a reference to evaluate the different dimensions of professional profiles. This means that, when we talk about the average, we are referring to the point at which most of the global professional profiles that have taken this test are located. It is a standard that reflects the average behavior of working professionals in various industries and sectors around the world.
Therefore, when we evaluate Spanish managers, their performance in each of the eight dimensions – influence, resilience, cooperation, efficiency, delivery, compliance, agility and innovation – is compared to this global average. Being in the average indicates that the manager's profile coincides with the typical performance of most internationally evaluated professionals. On the other hand, those who score above the average excel in the dimension evaluated, while those who are below the average show a less prominent trend in that particular competence.
It is important to note that being above or below average in any of the dimensions is not necessarily positive or negative in itself; it depends on the context and the specific role that the professional must perform. Different positions within an organization require different approaches and skills, so the value of a high or low score in a dimension varies depending on the demands of the position.
For example, a person who is well above average in efficiency —that is, someone who is very organized, structured, and results-focused—may be ideal for roles that require a strong organizational orientation and rigorous adherence to objectives. However, in other types of roles that require flexibility or adaptability, such as those that involve greater innovation or creativity, this extremely structured profile might not be the most suitable
These 8 dimensions are explained in more detail below:
• Influence: Assesses assertiveness, communication skills, and self-confidence. Individuals who are on the left side (below average) tend to be more reserved, comfortable with a passive role, and less interested in influencing their environment. In the middle, we find those who can influence appropriately when necessary, while on the right side (above average) are the most assertive individuals, who proactively seek to impact and lead through strong communication.
• Resilience: Measures emotional stability and the ability to handle stress. Those on the left side tend to feel overwhelmed under pressure, while those on the middle handle stress appropriately, staying stable in common situations. Those on the right flank stand out for their ability to stay calm and manage work with ease under high pressure.
• Cooperation: This dimension includes altruism, networking, and trust in others. On the left side are the most reserved individuals, who only collaborate when necessary. Those in the middle are cooperative when the situation calls for it, while on the right side are those who enjoy teamwork and networking, openly trusting others.
• Efficiency: Refers to the drive towards results, goal orientation and industriousness. On the left side, individuals prefer a slower pace of work and sometimes procrastinate. In the middle, people meet goals without standing out in their pace, and on the right side are those who are highly results-oriented, with a strong drive toward achieving and meeting goals.
• Delivery: Analyzes the ability to structure work and ensure quality. On the left side, people are less detail-oriented and prefer to leave the organization in the hands of others. In the middle, they meet the expected quality standards, while on the right side they are highly organized individuals who constantly guarantee quality in their deliveries.
• Compliance: Assesses a sense of duty and sincerity. Individuals on the left side may show less concern about being direct or strictly adhering to the rules. In the middle, they fulfill their duties adequately, while those on the right side are highly diligent and sincere, showing a strong commitment to compliance with the rules.
• Agility: Measures intellectual capacity and the resolution of complex problems. Individuals on the left side are more cautious in acquiring new knowledge and less agile in solving complex problems. In the middle, they show a standard problem-solving ability, while on the right side they are highly curious and agile to solve complex problems and adapt quickly.
• Innovation: Assesses adaptability, ingenuity, and willingness to take risks. On the left side, we find people who are more cautious and attached to what is known, who avoid taking risks. In the middle, individuals adapt when necessary without excelling in their creativity, while on the right side are those who are creative, adaptable, and willing to take risks to drive changes and innovative ideas.
The aim of this analysis is to compare the profile of Spanish managers with the international average of active professionals. Logically, it is reasonable to expect that, in many of the dimensions evaluated, they are generally above the average of professionals (see more information on this in this article). This is because they occupy more complex and more responsible positions within organizations, which requires a higher level of competence in areas such as decision-making, leadership, and stress management, among others. However, this comparison allows us to identify both the areas in which they stand out, and those in which there is still room for improvement.
Comparison Table: Spanish managers vs the average of professionals at an international level
What conclusions can we draw about the personality traits of Spanish managers?
• Spanish executives stand out notably in the dimensions of influence, resilience, efficiency and innovation, with more than 80% positioning themselves above the international average. This reflects a high level of leadership, stress management, results orientation, and adaptability and innovation.
• Innovation is the most prominent dimension, with 88.54% of managers above average, indicating that most are proactive, creative and open to change, crucial qualities for leading in dynamic environments.
• Delivery is the dimension where the highest proportion of managers below the average (16.67%) and a lower number in the upper range are observed. This suggests that while many managers are organized and detail-oriented, there is a significant percentage that could improve in terms of structure and attention to detail in their work. The results indicate, therefore, a certain tendency to improvise and solve problems as they arise, reflecting a more flexibility-oriented work culture. They also indicate less attention to detail, and may tend to prioritize delivery times over perfection of detail.
• Compliance also presents an area to watch, with 10.63% of managers below average, which could indicate that some have a more flexible approach to following standards or a less formal style of working. In other words, the results indicate that compared to other countries, where the work culture may be more formal and hierarchical, Spanish managers tend to be more informal and, in some cases, less rigid in decision-making.
• Despite these areas for improvement, in general, Spanish managers tend to position themselves above the international average in most dimensions, which is consistent with their role of high responsibility in their organizations.
In summary, this analysis offers a clear and detailed view of the profile of Spanish managers, who excel in key areas such as leadership, innovation and resilience, generally positioning themselves above the international average. However, it also reveals areas for improvement, such as attention to detail and compliance, which could be optimised to achieve a better balance between flexibility and rigour. This study not only allows us to identify strengths and weaknesses, but also provides a roadmap to continue driving the growth and effectiveness of business leaders in Spain.