Personality traits as a structural component of professional competence in project management

Introduction. In modern conditions, project activity is an important part of professional practice in various fields. The successful implementation of projects largely depends not only on the professional knowledge and skills of specialists, but also on their personality traits, which are key components of professional competence. Despite the recognition of the importance of personality traits in the structure of professional competence, there is a shortage of research in scientific literature devoted to the analysis of personal qualities of specialists in project activities. Materials and Methods. To study the personality traits of specialists in project activities, an abbreviated version of the "Big Five" was used – the HEXACO questionnaire. The sample includes specialists involved in project activities. Results. The study showed that the most pronounced trait of project specialists is openness to new experiences (4.0), which indicates their propensity to generate new ideas, flexibility of thinking and a predisposition to non-standard solutions. A moderately high level of honesty and modesty (3.5) indicates a commitment to moral principles and honesty in professional activities. Conscientiousness (3,5) indicates the organization, consistency and responsibility of specialists. Emotionality at 3.4 reflects the ability of specialists to maintain self-control. Indicators of benevolence (3.0) and extraversion (2.9) indicate a balanced approach to social interaction and moderate social activity. Taken together, the results indicate that the specialists have a balanced personal profile, which contributes to successful professional activity in a project environment. Discussion and Conclusion. The study allowed us to create a psychological portrait of specialists in project activities. He included a description of six personality traits: honesty, emotionality, extraversion, benevolence, conscientiousness, and openness to experience. The results can be used in professional selection, personnel development programs, and models for evaluating the effectiveness of specialists in project activities.