Reversing the Extraverted Leadership Advantage: The Role of Employee Proactivity

Extraversion predicts leadership emergence and effectiveness, but do groups perform more effectively under extraverted leadership? Drawing on dominance complementarity theory, we propose that although extraverted leadership enhances group performance when employees are passive, this effect reverses...

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Bibliographic Details
Published in:Academy of Management journal 2011-06, Vol.54 (3), p.528-550
Main Authors: Grant, Adam M, Gino, Francesca, Hofmann, David A
Format: Article
Language:English
Subjects:
Business management
Case studies
Employee attitude
Employees
Human resources
Leadership
Management development
Profit maximization
Profits
Studies
U.S.A
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Summary:Extraversion predicts leadership emergence and effectiveness, but do groups perform more effectively under extraverted leadership? Drawing on dominance complementarity theory, we propose that although extraverted leadership enhances group performance when employees are passive, this effect reverses when employees are proactive, because extraverted leaders are less receptive to proactivity. In Study 1, pizza stores with leaders rated high (low) in extraversion achieved higher profits when employees were passive (proactive). Study 2 constructively replicates these findings in the laboratory: passive (proactive) groups achieved higher performance when leaders acted high (low) in extraversion. We discuss theoretical and practical implications for leadership and proactivity. [PUBLICATION ABSTRACT]
ISSN:0001-4273
1948-0989
DOI:10.5465/amj.2011.61968043