Extroverts are often viewed as natural leaders in organizations. However, a new study reveals that excessive extroversion can be counterproductive. Researchers discovered that informal leaders were most liked and sought for advice when they hit a moderate "sweet spot" in assertiveness and warmth—two key aspects of extroversion. Team members responded less positively to those scoring extremely high in either trait.
"Too extroverted leaders can come across as too pushy or too obnoxious," noted the study's lead author. "A balanced level of assertiveness and warmth is optimal."
One mitigating factor for highly extroverted leaders was prosocial motivation—a genuine desire to prioritize others' well-being—which earned them higher peer ratings.
The researchers conducted two complementary studies. The first involved 260 business students randomly assigned to 78 self-managed teams. Over a full semester, participants collaborated on projects. At the start, students self-assessed on assertiveness (desire for dominance and power) and warmth (friendliness and sociability). Prosocial motivation was gauged via agreement with statements like "I care about helping others through my work."
Later, teammates rated each member's leadership in group activities, identifying the top informal leader per team. They also evaluated likability and willingness to seek advice on task-related issues.
The second study mirrored the first with 337 employees in self-governed teams at a major Chinese retail company.
Results were consistent across both: Moderately extroverted leaders were more liked and consulted, while those rating themselves as highly assertive or warm received less favor from peers.
