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

外向者比内向者更有可能成为领导者，但是对于导致这种优势的明确行为以及内向者可以采取哪些措施来克服他们的相对劣势，我们知之甚少。利用实验 ( n = 601）在小组背景下，我们评估了操纵状态外向性对同伴评价的应急领导、自我评价的应急领导和活动后影响的影响。参与者完成了五项人格测量，并被随机分配到三个条件之一：控制条件、“行为外向”治疗或“行为内向”治疗。结果证实了外向者的紧急领导优势，但表明状态外向是紧急领导的最接近原因，外向者和内向者在被指示采取外向行为时都会成为领导者。表现内向 i) 对自我评估的紧急领导力有特别有害的影响，而不管外向性如何，ii) 导致对中向者和外向者的积极影响减少，但对内向者没有，