How The Big Five Personality Traits Can Unlock Workplace Curiosity

Admittedly, this might sound like a topic for personality test enthusiasts. But if you lead a team, what you don’t know about behavioral traits could be holding people back. In the current climate where 83% of employers say they struggle to find workers with the right behavioral traits, tools based on the Big Five personality traits model are making a quiet comeback. Companies want to understand how their teams think, adapt, and stay curious. And curiosity, more than ever, is what drives innovation and resilience.

The Big Five is not new, it’s actually based on research that was from the early 1930s, but its relevance keeps growing. The Big Five framework is grounded in decades of psychological research. It explains how we interact with the world, how we respond to change, and how we stretch ourselves, or stay stuck. Understanding these traits can also give leaders a more practical way to recognize when curiosity is being supported and when it is being shut down. By learning how each of these traits influences curiosity, leaders can better spot untapped potential, design more inclusive cultures, and remove friction that holds teams back.

Understanding The Big Five In The Context Of Work And Curiosity

When I began my research to determine the factors that inhibit curiosity, I naturally looked for assessments that dealt with that. The Big Five includes five broad dimensions including Openness to Experience, Conscientiousness, Extraversion, Agreeableness, and Neuroticism. These are not fixed categories. They exist on a spectrum, and we all express them differently depending on our environment, stress level, and role.

What fascinated me, especially in my work with leaders and organizations, is how curiosity shows up across these five dimensions. Openness gets the most attention because it’s associated with creativity and a willingness to explore new ideas. But curiosity is influenced by more than that. It also depends on our ability to manage stress (low Neuroticism), our willingness to ask tough questions without fear of disapproval (low Agreeableness in some settings), and even our energy in engaging others (Extraversion).

Why Openness From The Big Five Is Often Mistaken As Curiosity Alone

It’s easy to assume that people high in Openness are naturally curious. And often, they are. They enjoy novelty, variety, and unconventional thinking. But curiosity isn’t a single trait. People can score high in curiosity even if they aren’t particularly open in the traditional Big Five sense. For instance, someone might be deeply curious about human behavior but feel uncomfortable trying new foods or traveling.

That’s why curiosity is often broken down into different dimensions. Some people are driven by intellectual curiosity. Others are socially curious or have a strong drive to solve problems under pressure. The Big Five gives a good starting point, but not the full picture.

Using The Big Five To Build A Culture That Supports Curiosity

Where the Big Five becomes useful is in team dynamics. When leaders understand how their team members differ in personality, they stop expecting everyone to think the same way. A manager working with a highly conscientious team might need to create psychological safety before encouraging experimentation. A team full of extraverts might need help slowing down and listening to quieter voices who process things internally.

In several organizations I’ve worked with, leaders initially assumed that their high-performing teams were naturally curious. But after measuring curiosity levels, it became clear that many people felt stuck. Their personalities weren’t the problem. The environment was. High Neuroticism, for example, often showed up in teams where mistakes were punished or ideas were dismissed without discussion. Once those cultural blockers were addressed, people felt safer to explore and question.

How The Big Five Relates To Curiosity Barriers

Many curiosity blockers in the workplace are shaped by personality. Fear often connects with high Neuroticism. People who score higher in this trait may be more sensitive to stress or criticism, which can make them hesitant to ask questions or try new things. They may worry about making mistakes or looking unprepared, which keeps them quiet even when they have good ideas. Creating a calm and open space to share without judgment helps ease this.

Assumptions are common in people who like structure and predictability. Someone with lower Openness or higher Conscientiousness may rely on past habits and think, “This is the way we’ve always done it.” That can stop them from exploring new possibilities. Leaders can encourage curiosity by making it safe to test new ideas without fear of wasting time or getting it wrong.

Technology can be intimidating for people who are not naturally drawn to change. Someone lower in Openness may hesitate to adopt new tools or systems, especially if they feel overwhelmed. Others, especially those higher in Openness, might be excited to experiment with tech solutions. Leaders can help by offering simple ways to learn and showing how technology solves real problems.

Environment plays a big role in shaping behavior. People high in Agreeableness might not want to rock the boat, especially if the culture discourages challenging ideas. Extraverts may speak up in group settings, while more introverted individuals might need quieter moments to reflect and share. The more leaders understand how personality traits interact with culture, the more they can create environments that encourage everyone to be curious in their own way.

How To Use Big Five Insights To Unlock Curiosity At Work

Understanding personality traits matters more when it leads to action. Leaders who apply insights from the Big Five can make curiosity part of everyday work in simple and consistent ways:

• Change how questions are asked. People high in Openness may enjoy wide-ranging discussions, while more structured team members may prefer specific prompts. Adjusting questions to fit how people think helps more voices contribute.
• Offer options for how people contribute. Extraverts might respond quickly in group settings, but others may need more time to reflect. Make room for different styles so curiosity is not limited to a single type of communicator.
• Look for signs of hesitation. Curiosity often fades when people feel unsafe. Traits like high Neuroticism or Agreeableness can lead someone to hold back. Watch for what is not being said, and make it easier for people to raise questions or challenge ideas.

Curiosity Makes Big Five Theories More Useful

The Big Five doesn’t provide all the answers. But using what was learned from it with curiosity development can help leaders understand why people act the way they do, what might motivate them to change, and how to create cultures that support continuous learning. Leaders who understand how personality traits shape curiosity can adjust how they coach, communicate, and support exploration. That insight often helps unlock the potential that was already there but not yet visible. If you want people to solve bigger problems and contribute more fully, start by understanding what keeps their curiosity alive at work.