What is extraversion?

Extraversion is the Big Five personality trait that describes how strongly you tend to seek out social contact, excitement and reward. People high in it tend to be talkative, energetic and assertive, while people low in it tend to be quieter, more reserved and content with less stimulation. It's a sliding scale, not two teams.

You'll usually see it spelt "extroversion" in everyday writing and "extraversion" in research. This page looks at the scientific trait. For the everyday label, and what it's like to live as one, see what an extrovert is.

What extraversion actually covers

Most people assume extraversion just means sociable. Sociability is part of it, but the trait is wider:

• Warmth and sociability: you enjoy company and strike up conversations.
• Assertiveness: you're comfortable speaking up and taking the lead.
• Energy: you tend to move, talk and decide at a faster pace.
• Excitement-seeking: you enjoy noise, novelty and things happening.
• Positive emotion: you often feel upbeat and enthusiastic, and you show it.

There's a serious scientific idea underneath this. Lucas and colleagues (2000) tested whether what links these parts together is sociability or sensitivity to reward, and their results pointed to reward. In that reading, extraverts aren't simply drawn to people. They respond strongly to things that feel rewarding, and other people happen to be a big source of reward.

How extraversion shows up

At work

Higher scorers tend to think out loud, build networks without trying and feel energised by meetings that drain others. They're often first to speak, which can make them look more certain than they are. Lower scorers tend to prepare first, speak less often and say something more considered when they do. Too many back-to-back meetings can cost them their best thinking. Our article on introverts and extroverts at work has practical ways to get the most from both.

The enterprising career type, with its focus on persuading and leading, tends to overlap with this trait. It's a tendency, not a rule. Plenty of successful leaders score low.

In love

Higher scorers often want to share things: plans, friends, feelings as they happen. Lower scorers may show just as much love, but with fewer words and in smaller settings. Common friction is about the social calendar. One partner wants to go out, the other wants to come home. A helpful move is taking two cars, or agreeing on a leaving time before you go. It's a small piece of planning that avoids a lot of resentment.

With friends

Higher scorers tend to have wide circles and be the ones who get everyone together. Lower scorers tend to prefer a few close friends and longer one-on-one catch-ups. Neither shows more care. If you're the quiet one in a loud group, it can help to pick a friend or two and make plans directly. If you're the loud one, try leaving a gap in the conversation. Someone's often waiting for it.

Strengths and watch-outs

If you lean high, your strengths include enthusiasm, confidence, and an ability to get people moving. The watch-out is filling all the airtime, or making decisions before others have had a chance to think. A simple tip: in your next meeting, ask a question and then count to five before saying anything else.

If you lean low, your strengths include listening, careful thinking and comfort with your own company. The watch-out is that good ideas can go unheard, and that people may misread silence as disinterest. Sending your thoughts in writing before a meeting, or telling people "I'm still thinking about that", goes a long way.

How to work with someone high or low in extraversion

Someone high in extraversion

• Give them time to talk ideas through. They may be working out what they think, not announcing a decision.
• Ask, "Is that your final view or are you thinking aloud?"
• Offer variety and contact. Long solo stretches can flatten them.
• Be direct if you need them to leave more space. They'll usually take it well.

Someone low in extraversion

• Share agendas in advance so they can prepare.
• Invite their view directly, but don't put them on the spot in a big group without warning.
• Protect some quiet time for focused work.
• Recognise their contribution in a way that suits them. A public spotlight isn't always a reward.

Research notes

• Leadership. Judge and colleagues (2002) found that, of the Big Five, extraversion had the strongest and most consistent link with leadership (a correlation of .31), both in who emerges as a leader and in how effective they're seen to be.
• But context matters. Grant, Gino and Hofmann (2011) found that the extraverted leader advantage depended on the team. Extraverted leadership helped when employees were more passive, but the pattern reversed when employees were proactive. Who's being led changes what works.
• Job performance. Barrick and Mount (1991) found that extraversion predicted performance in two people-heavy occupations, managers and sales, and predicted training outcomes across jobs. Other work complicates the sales story, as shown on our page about ambiverts.
• Change over time. Roberts, Walton and Viechtbauer (2006) found that different parts of extraversion follow different paths. Social dominance tends to rise in young adulthood, while social vitality rises in adolescence and falls in old age.

Remember that these are averages across many people. They describe groups well and individuals only loosely. If you're also curious about how the trait relates to feeling drained or energised after a big night, read about what it means to be an introvert.

See where you land

You might assume you know your score on this one. You may be surprised, especially when you see how others rate you. Take the Core Personality Expedition for your full Big Five map using public-domain IPIP items. If it's mainly your social batteries you're curious about, the Social Energy Expedition goes deeper on that.