Introversion in Leaders: Role-Congruent Leader Behavior and Thriving in Daily Working Life

Abstract

This research examines how more introverted leaders respond to the social requirements of their leadership roles. Drawing on research on forecasted negative affect, we investigated whether such leaders enact fewer role-congruent behaviors (extraverted and leader-like behavior) throughout the workday due to anticipated negative affect. Moreover, we examined the extent to which role congruent behaviors predict thriving across all leaders, albeit with a weaker relationship anticipated for more introverted leaders. Using a 10-day daily diary study of 197 leaders (1231 observations), results confirmed that more introverted leaders engaged in less extraverted (but not less leader-like) behavior, due to heighted anticipated negative affect. Furthermore, enacting extraverted and leader-like behavior predicted greater thriving for all leaders, with the positive effect of enacting extraverted behavior being weaker for more introverted leaders. Overall, these findings indicate that, while leaders lower in extraversion anticipate challenges, they can still thrive in leadership roles, albeit through different pathways.