Arnulf, J. (2012). Organizational change capacity and composition of management teams: A visualization of how personality traits can limit team adaptability. Team Performance Management, 18(7/8), 433-454. doi: 10.1108/13527591211281156The author, from the Department of Organization and Leadership at BI Norwegian Business School, studied ten management teams over three years. The purpose of the study was to examine the impact of personality traits, particularly strong personality traits, in terms of managers' ability to adapt to changes. Personality types were determined using Cattrels' 16PF5 method. The case study data was based on a critical market change and need for change defined by 33 observation points and analyzed through a two-dimensional space regression equation model. The results suggested that intra-team traits exhibited habitual responses. Additionally, intelligence and stability traits led to better post-challenge response, other strong traits led to the study involving 81 students to determine personality and behavioral complexity as deterministic of the team's ability to perform different leadership roles and effectiveness. The specific research question included: “How does managing people's leadership profile relate to team effectiveness?” The results suggested that teams with greater behavioral complexity achieved greater success. The results also showed a direct correlation between this specific behavioral skill and effectiveness. The applicability of the study findings suggests that engineering students, or future engineers, have personality traits that include complex behavioral skills that can lead to successful leadership, including self-managing team scenarios, and is achievable through assessment and training, how