Extraversion and good management

There is an unspoken cultural saying that outgoing people are prone to become better leaders, making managers regularly feel apprehensive about the impact of their persona on leadership. Extroverted individuals have the tendency of enjoying human interaction and are likely to be positive, excited and greatly networked. In contrast, introverts are much more distant, getting their energy from contemplation and time alone. Therefore, the question is if these characteristics of outgoing people and introverts make a difference in management. Indeed, they do. Based on the evidence from multiple empirical papers, I disagree that extraversion is a necessary characteristic of a good manager. ’ Extraversion Is not Necessary for Good Management Currently, managers are very important to the success of businesses. However, insufficient research has been conducted to determine the unique personality qualities of the leaders.

Furthermore, the scantiness of study in this subject area is astounding in three ways. To begin with, executives stand for approximately 10% of working adults in the United States. Second, the responsibility of a manager is well clarified, including the necessary skills, leadership styles, job functions and capabilities. Moreover, experimental studies have discovered personality qualities linked to the criteria of work success across professions like the meta-analysis of job performance, economic triumph and career gratification, and job contentment by Luo, Cao, Yin, Zhang, and Wang (2018). Communication is an important activity for all managers. It is comprised of networking with and listening to subordinates, executive, peers, clients and vendors. In addition, two-thirds to three-fourths of the managers’ time is engaging in oral communication. According to Stavrou (2003), networking with, presenting to and influencing others is a ‘ great eight’ competency, empirically linked to extraversion. Insistence adds to the essential facets of this quality. Assertiveness is termed explicitly as one of the executive competencies; it is vital to administrative efficiency and constitutes the first attribute of managerial style.

The leadership of the chief executive, including the dynamics of the team, ought to be a subject of concern for the top managers. Therefore, from the viewpoint of Corporate Governance, the current research recommends that boards of directors ought to play a major part in keeping an eye on the climate of the top management created by the chief executive. If grave challenges, such as fragmentation, take place in the top management, stakeholders’ well-being could be seriously damaged. Thus, the board of directors ought to contemplate on ‘ periodic audits’ regarding the competences and dynamics of top managers, or should be more conscious of any possible signs of dysfunction in their top managers (Araujo-Cabrera, Suarez-Acosta, & Aguiar-Quintana, 2016). Amid managers and executives in the business world, the higher you go up the ladder, the more likely you are to discover extremely extroverted people, with 96% of managers showing outgoing conducts and 60% of the top executive being very sociable. For starters, extraverted conducts can be learned. Moreover, social interaction has shifted the landscape, creating new opportunities for voicing opinions, thus making contributions and interacting.

Also, there is increasing proof that actually an introvert might make better manager since, allegedly, they are good listeners. Extraversion does foretell leadership occurrence, and, to some degree, via social attention and success. Extraverts are likely to steal the limelight and to control discussions. However, where teams are dynamic, involved and vocal, the introverted manager is less exposed, more perceptive to new concepts from others and more able to inspire and increase productivity, since people feel more appreciated (Grant, Gino, & Hofmann, 2011). According to Lounsbury, Sundstrom, Gibson, Loveland and Drost (2016), managers notched greater than non-managers on extraversion, which connected positively with career gratification. These outcomes are coherent with the significance of interpersonal skills for managers, and associated capabilities such as networking and presenting, and influencing workers to achieve required goals through administrative abilities like ‘ motivating by persuasion’ and ‘ motivating by authority’ (Lounsbury et al. , 2016). Given that behavior traits are reasonably stable among adults, the dissimilarities between managers and non-managers on extraversion possibly reflect discriminatory recruitment and employment by the organization and self-selection by the individual, as intended in the ASA structure (Campbell, Simpson, Stewart, & Manning, 2003). Several administrative traits acknowledged in the above research have been legalized against managerial job performance, particularly Emotional Stability and Extraversion.

Consequently, these qualities have been found to be linked with extensive workplace capabilities, such as ‘ adapting and coping’ and ‘ interacting with, presenting to, persuading others’, respectively, and with administrative capabilities ‘ resilience’ and ‘ stress management’ and various others requiring communication (Lounsbury et al. , 2016). This discovery is coherent with an earlier study that recognizes emotional stability to be higher of the Big Five qualities in personality profiles of managers, and experimental researches that support the idea that Emotional Stability is definitely linked with the measures of career triumph across professions (Lounsbury et al. , 2016). According to Araujo-Cabrera, Suarez-Acosta, and Aguiar-Quintana (2016), the personality of the chief executive’s impacts Top Management Team (TMT) behavioral integration, whose outcome influences business performance. Therefore, the research gives opening acumens into two main research inquiries, which are the important role of chief executive personality in enabling top management behavioral integration and the top administration groups’ cooperation as the framework where managerial results are achieved. Furthermore, the outcomes precisely show that in the interface between chief executive and top management, extraversion and readiness exhibited by a chief executive to experience improve the cooperation of the top executive group.

These results are coherent with a prior study in psychology and leadership, which acknowledges the significance of flexible approaches, willingness to change and new encounters, and extraverted social skills as implementers of collective behavior and interactions that allow top management behavioral integration. Moreover, the experimental outcomes reveal that chief executive extraversion and readiness to experience advances business performance through managerial behavioral integration (Araujo-Cabrera, Suarez-Acosta, & Aguiar-Quintana, 2016). Extraverts may be drawn towards managerial jobs. The reason why extraversion is associated with career gratification is probably since outgoing executives are better at job functions that need direct face-to-face communication, such as meetings and presentations, which may bring benefits and recognition from superiors and ultimately career gratification.

Moreover, extraverts are likely to generate greater intrinsic incentive and fulfillment through the creation of more broad networks of alliances and social circles on the job (Schyns, Maslyn, & van Veldhoven, 2012). The findings of the research conducted by Araujo-Cabrera, Suarez-Acosta, and Aguiar-Quintana imply that chief executives may enhance the performance of their businesses through nurturing, via their personal behavior, the cooperation of the top executive group. By the way, the outcomes of this study revealed that chief executives with willingness and extraversion support the behavioral integration of the top executive group through their adaptable conducts, readiness to transform and new experiences, promotion of the collective effort, and networking among the members. Hence, those contemplating to endorsee or employ a new chief executive ought to include tools into their selection process to detect these personality traits in the possible candidates. In addition, since the correct performance of the top management is necessary for attaining good administrative operation, one possible way to enhance top management functioning is to perform group communications and leadership training (Araujo-Cabrera, Suarez-Acosta, & Aguiar-Quintana, 2016). These assist in boosting the processes of decision making, dispute resolution and coordination, subsequently, the forces at work performed in their everyday functioning. Despite the fact that sociability, dominance and extraversion are generally significant attributes for management, the success of the qualities relies on who is being led and the characteristics of the context in which governing occurs. People who are extremely extroverted tend to act in aggressive, bold and grand ways.

They like to be in the limelight, swiftly jump from one conversation or idea to another, and are likely to overestimate their individual competencies. Per se, extroverted leaders may be less prone to ask for input from juniors and colleagues, possibly distancing organizational members, who desire that attention and recognition to be collective (Zopiatis & Constanti, 2012). Conferring with Araujo-Cabrera, Suarez-Acosta, and Aguiar-Quitana (2016), the relationships in the entirely facilitated model becomes robust and more important, which is coherent with prior studies, emphasizing on the significance of top management behavioral integration in business performance. The conclusions that top management behavioral integration facilitates the association between the personality traits of chief executives and the performance of their businesses contribute to the comprehension of the ways in which managers’ qualities impact organizational results through their conducts. Also, the discoveries, revealing direct impacts of chief executive personality on top management forces at work and indirect influences on the business performance, launch the deliberation concerning the effects of the executive’s character in the events of the company.

This research empirically tackles recommendations that take into consideration not only top management characteristics such as size, diversity, and tenure, but also the effects of the chief executive’s qualities within management. The attitude of the current study enhances distinction to the established concept that business performance is a function of the top management instead of the executive personality (Araujo-Cabrera, Suarez-Acosta, & Aguiar-Quintana, 2016). Outgoing managers who participate in short and superficial debates with various people in an organization may fail to give a well-defined tactical attention to the followers, eventually making extraverted leaders hard to impress (Smith & Canger, 2003). As sensational pursuers of short-lived interests for projects, ideas and people, outgoing superiors are prone to make rushed decisions to chase destructive purchases or investments and alter the course hastily if proceeds from such investments fail to turn up on the extravert’s daring and insistent programs.