State extraversion and emergent leadership: Do introverts emerge as leaders when they act like extraverts?

Extraverts are more likely than introverts to emerge as leaders, however little is known about the explicit behaviours that cause such an advantage and what can do overcome their relative disadvantage. Utilising experiment (n = 601) in a group context, we assessed effects of manipulating state extraversion on peer-rated emergent leadership, self-rated post-activity affect. Participants completed big five personality measure were randomly assigned one three conditions: control condition, ‘act extraverted’ treatment, or introverted’ treatment. Results confirmed extraverts' leadership but demonstrated was proximal with both extraverts emerging leaders when instructed act extraverted. Acting introverted i) had particularly deleterious effect regardless trait extraversion, ii) caused reduction positive affect for ambiverts not introverts, iii) increase negative introverts.