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Personality and Social Psychology Bulletin
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Putting Personality in Social Context: Extraversion, Emergent Leadership, and the Availability of Rewards

Lorne Campbell

University of Western Ontario, lcampb23{at}uwo.ca

Jeffry A. Simpson

Texas A&M University

Mark Stewart

Southern Methodist University

John Manning

Texas A&M University

The present research tested relations between extraversion and emergent leadership among men in situations that differed in potential reward availability. Four-person groups of men engaged in a Leaderless Group Discussion (LGD) task and were randomly assigned to be evaluated by an attractive female observer, an attractive male observer, or not be evaluated. Evolutionary theories suggest that impressing a female evaluator in an intrasexually competitive situation should hold greater reward potential for men than impressing either a male evaluator or no evaluator. Accordingly, more extraverted men (who are more sensitive to reward cues) should display more group leadership when being evaluated by a woman than either a man or no one. Self-and peer ratings confirmed that more extraverted men were significantly more likely to emerge as leaders, but only in the female-evaluator condition. The results are discussed in terms of the interplay between personality, situational factors, and evolutionary principles.

Key Words: extraversion • behavioral activation system • reward sensitivity • leadership • moderation • personality

Personality and Social Psychology Bulletin, Vol. 29, No. 12, 1547-1559 (2003)
DOI: 10.1177/0146167203256920
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