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These expectations tend to favor extroverts in leadership roles but organizations may overlook the strengths of introverts as leaders losing out on the potential for effective management.
It follows that dispositional introverts might improve their happiness by acting more extraverted, yet little research has examined potential costs of this strategy.
Findings suggest that extraversion is related to treatment outcome, with introverts having a poorer prognosis for recovery than extraverts.
The introverts are better at decision making than extroverts.
This may explain why introverts do not act extraverted more often (i. e., they overestimate hedonic costs that do not actually materialize) and have implications for understanding, and potentially trying to change, introverts' characteristically lower levels of happiness.
According to a review of recent research, organizations may benefit immensely from the inclusion of introverts in leadership positions.
Overall, introverts in both the cooperative and competitive settings benefitted more than extroverts.
Analyses suggest that Introverts cope in ways that are amenable to better academic performance.
We suggest that the positive affect produced by introverts' extraverted behavior may buffer the potentially depleting effects of counterdispositional behavior, and we consider alternative explanations.
These studies provide support for the notion that introverts and extroverts may benefit from pursuing different strategies to promote happiness.

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