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For some, meaning comes from achievement and progress. For others, it comes from relationships, contribution, or the sense that their efforts matter to something larger than themselves. Research suggests that **personality traits can influence how easily people experience work as meaningful**, but not in a fixed or deterministic way. A recent [meta-analysis](https://www.sciencedirect.com/science/article/abs/pii/S0191886925003265) of 144 studies involving more than 52,000 people found that **agreeableness, conscientiousness, extraversion** are positively associated with meaningful work, while **neuroticism** was negatively associated (Liu et al., 2025). For leaders, this is useful because it shifts the question from *“Why are some people more motivated than others?”* to *“How can I create the conditions in which different people are more likely to experience meaning?”* A conscientious employee, for example, may find stronger meaning when goals are clear, standards are high, and progress is visible. Someone high in agreeableness may derive more meaning when they can see how their work helps colleagues, clients, or the wider organisation. Those with a more proactive disposition may gain energy from autonomy, ownership, and the opportunity to shape improvement. Meanwhile, individuals who are more prone to anxiety or self-doubt may need greater clarity, reassurance, and psychological safety if they are to stay connected to a sense of purpose in their role. Yet personality traits do not exclusively determine an individual’s sense of meaning at work. Research consistently shows that meaningful work is also shaped by the design of the role itself and the environment around it. **Autonomy**, **benevolence** and **task significance** all play an important part in whether people experience their work as worthwhile (Allan et al., 2019; Martela et al., 2021). In other words, personality may shape the lens, but leadership, culture and job design help shape what people see through it. The practical implication is that leaders should avoid relying on corporate vision and mission briefings to do the job for them. Meaning cannot be imposed through slogans or generic statements of purpose. It is more likely to grow when leaders understand that different people connect to purpose in different ways and then shape work or tasks accordingly. **The best leaders do not try to change personality.** They create the conditions in which a wider range of personalities can see why their work matters — and feel that it matters to them.   [![Centre For Teams - Large CTA (4)](https://hubspot-no-cache-eu1-prod.s3.amazonaws.com/cta/default/7628916/interactive-161174640054.png)](https://www.centreforteams.com/hs/cta/wi/redirect?encryptedPayload=AVxigLJ7VOjpvScDUXqgV60rTI1LlFSDBdFkDU6uyq6V93bgocLPPP6Mc0CVbJhsy2HelkD%2B14XLUBXYi5WoGCBEU1OvG%2BEggzKhdk191VP%2FSK3KLnJckTsBncnWUFhULr7D1Clh%2BD1hgTzKxp2MKooZGG1xo7Fkjzjx25aUAWP5py%2Bs9plMBD6Vm1VhY3seUSMtRHmVNa0Dyuge0P1u99UWwr4E9cmu55JHbyHi8BTXQjEPtrSFqPI%3D&webInteractiveContentId=161174640054&portalId=7628916) **References** Allan, B. A., Batz-Barbarich, C., Sterling, H. M., & Tay, L. (2019). Outcomes of meaningful work: A meta-analysis. *Journal of Management Studies, 56*(3), 500–528. Liu, B., Zhang, Y., Zhu, R., Cai, Y., & Zhang, H. (2025). *Who experiences work as meaningful? A meta-analysis of individual differences and work meaningfulness*. *Personality and Individual Differences, 247*, 113364. Martela, F., Gómez, M., Unanue, W., Araya, S., Bravo, D., & Espejo, A. (2021). What makes work meaningful? Longitudinal evidence for the importance of autonomy and beneficence for meaningful work. *Journal of Vocational Behavior, 131*, 103631. Rosso, B. D., Dekas, K. H., & Wrzesniewski, A. (2010). On the meaning of work: A theoretical integration and review. *Research in Organizational Behavior, 30*, 91–127. 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