specialties, and LPC task structures. Despite the diversity of the test population, Conscientiousness and Goal-Orientation was consistently rated higher than all other personality and leadership traits. This only adds credibility to the FFM and also reveals that leaders rated most highly in the area of performance tend to display traits consistent with a low LPC score. The data collected from the study also reveals a unique perspective as it relates to the FFM. Since the military does not recruit emotionally unstable individuals into the armed forces, the FFM trait of Emotional Stability can be disregarded since it is irrelevant to this test group. This allows the data to provide more accurate results on the differentiating traits of successful military leadership. Therefore, the absence of the Emotional Stability factor only provides a clearer understanding of which FFM traits are present in successful military leaders. The study contributed to the field of psychology in regards to Goal-Orientation, FFM, and the LPC. By collecting data from a wide population of armed service members, we were able to see that high performing military leaders had certain traits in common. By analyzing the data we determined that these successful leaders were Goal-Oriented and held traits consistent with the Conscientiousness trait of the FFM. We also noticed that these traits from the FFM are consistent with a low LPC score. Therefore we concluded that the highest performing leaders in the United States military are task-oriented. DISCUSSION AND FUTURE DIRECTIONS Utecht and Heier used the Contingency Model to study whether or not the successfulness of military leaders could be directly related to their positions being complimentary to their leadership styles. The two researchers found that the Contingency Model was no better than pure chance at predicting successful military leaders. (Utecht, Heier, 1976) There are varying degrees of situational favorableness that are identified by dissecting the LPC. They are
specialties, and LPC task structures. Despite the diversity of the test population, Conscientiousness and Goal-Orientation was consistently rated higher than all other personality and leadership traits. This only adds credibility to the FFM and also reveals that leaders rated most highly in the area of performance tend to display traits consistent with a low LPC score. The data collected from the study also reveals a unique perspective as it relates to the FFM. Since the military does not recruit emotionally unstable individuals into the armed forces, the FFM trait of Emotional Stability can be disregarded since it is irrelevant to this test group. This allows the data to provide more accurate results on the differentiating traits of successful military leadership. Therefore, the absence of the Emotional Stability factor only provides a clearer understanding of which FFM traits are present in successful military leaders. The study contributed to the field of psychology in regards to Goal-Orientation, FFM, and the LPC. By collecting data from a wide population of armed service members, we were able to see that high performing military leaders had certain traits in common. By analyzing the data we determined that these successful leaders were Goal-Oriented and held traits consistent with the Conscientiousness trait of the FFM. We also noticed that these traits from the FFM are consistent with a low LPC score. Therefore we concluded that the highest performing leaders in the United States military are task-oriented. DISCUSSION AND FUTURE DIRECTIONS Utecht and Heier used the Contingency Model to study whether or not the successfulness of military leaders could be directly related to their positions being complimentary to their leadership styles. The two researchers found that the Contingency Model was no better than pure chance at predicting successful military leaders. (Utecht, Heier, 1976) There are varying degrees of situational favorableness that are identified by dissecting the LPC. They are