Why extraverts become leaders more often than introverts and the implications for psychological well-being

Extraverts become leaders more often than introverts, however it is not clear why this occurs or what the psychological consequences are for introverts occupying leadership roles. This thesis shows that extraverts have fewer negative thoughts about future leadership situations, behave in such a way as to positively influence what others think of their leadership potential, and enjoy an associated benefit in acute emotional well-being because of these behaviours. Reassuringly, however, introverts can enjoy these same benefits when they enact extraverted behaviours and do not experience any long-term psychological costs as a direct result of being promoted into a leadership role