CHALLENGING THE EXTROVERSION IDEAL IN HUMAN RESOURCE DEVELOPMENT (HRD): A TRAIT-ACTIVATED PERSPECTIVE ON INTROVERTED PROJECT LEADERSHIP IN NIGERIA

Abstract

This study challenges the pervasive “extroversion ideal” in HRD by investigating the effectiveness of introverted project managers in Nigeria, an emerging economy reliant on project-based work. A sequential explanatory mixed-methods design was employed. Quantitative surveys from 302 project professionals (102 manager-team dyads) were integrated with qualitative data from 73 interviews and focus groups. Analysis used Structural Equation Modeling and thematic analysis, framed by Trait Activation Theory. The findings revealed that introverted leadership significantly enhances psychological safety (β = 0.32, p <.01) and task cohesion (β = 0.28, p < .01), which fully mediate its positive effect on project performance, particularly for innovation and quality. Sectoral context strongly moderates these effects, with the model fitting well in knowledge-intensive sectors (ICT, Banking) but poorly in crisis-driven environments (Oil &
Gas). This study advances a novel Trait-Activated Contingency Framework for HRD, demonstrating that leadership effectiveness stems from trait-situation fit rather than universal traits. It provides original empirical evidence from Nigeria’s project economy, challenging the universal applicability of extroversion-centric models in emerging market contexts. The research provides a practical framework for
HRD systems to move beyond the extroversion bias. It offers evidence-based strategies for redesigning leadership assessment, development, deployment, and performance management to strategically leverage introverted leadership talent where it provides a competitive advantage.