THE DOWNFALL OF EXTRAVERTS AND RISE OF NEUROTICS: THE DYNAMIC PROCESS OF STATUS ALLOCATION IN TASK GROUPS

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It’s Not Just What is Said, but When it’s Said: A Temporal Account of Verbal Behaviors and Emergent Leadership in Self-Managed Teams (2019, background): “…leadership as a dynamic outcome of interactions extends previous work that outlined that emergent leadership is not a stable but a dynamic phenomenon and one that can shift between the members of self-managed teams (e.g., Aime, Humphrey, DeRue, & Paul, 2014; Bendersky & Shah, 2013; Wellman, 2017).”
Executive Extraversion: Career and Firm Outcomes (2018, background): “For example, Stogdill (1974) and Bentz (1985) show that extraverted leaders receive high ratings of effectiveness from both peers and superiors, whereas recent work by Bendersky and Shah (2013) finds evidence that extraverts underperform expectations. In an efficient labor market, we would expect op”
Integrating Personality and Social Networks: A Meta-Analysis of Personality, Network Position, and Work Outcomes in Organizations (2015, background): “But there is reason to question this line of reasoning, as evidence has accumulated showing that extraverts fail to attract friends over time (Selfhout et al. 2010) and that the perceived status of extraverts declines over time in group settings (Bendersky and Shah 2013).”