RDEL #97: How does extraversion shape communication behavior in remote workplaces?
Extraverts prefer task-focused interactions, while introverts gain from relational supervisor connections.
Welcome back to Research-Driven Engineering Leadership. Each week, we pose an interesting topic in engineering leadership, and apply the latest research in the field to drive to an answer.
Remote work has transformed how engineers communicate and collaborate—but not everyone adapts to this environment in the same way. While some employees thrive on flexibility and written communication, others may struggle to stay connected or visible. This week we ask: How does extraversion shape communication behavior in remote workplaces?
The context
Remote work has redefined how teams interact. In the absence of physical offices, conversations that once happened casually in hallways or over coffee now require more deliberate effort. Team bonding, informal mentorship, and spontaneous problem-solving increasingly depend on Slack threads, Zoom calls, and digital rituals.
But not all employees navigate this shift equally. While some are energized by asynchronous flexibility and quiet focus, others miss the spontaneous energy of in-person contact. Personality traits—especially extraversion and introversion—may play a key role in shaping how people engage, who they talk to, and how visible their contributions are. For engineering leaders, understanding these behavioral differences is crucial to building a connected and productive remote team.
The research
Researchers conducted an 8-week field study with 60 full-time knowledge workers at a fully remote U.S. tech company. Participants completed a baseline personality survey and then responded to daily self-reports measuring interaction frequency, interaction volume, perceived productivity, and stress; the data was analyzed using linear mixed-effects models to identify the relationship between extraversion and daily workplace experiences.
Researchers conducted an 8-week field study involving 60 knowledge workers across various industries who recently transitioned to hybrid or fully remote work setups. Participants completed daily surveys measuring their interaction frequency, type of interactions (task-oriented vs. relational), productivity, and stress levels, alongside personality assessments using the Big Five inventory. Data were analyzed using linear mixed-effects models to identify how extraversion moderates communication’s effects on productivity and wellbeing.
Key findings directly from the paper:
Task-oriented team interactions improved productivity overall, especially for extraverts. Employees reported being more productive on days when interactions with their team members were predominantly task-focused. Extraverts benefited significantly more than introverts.
Introverts reported greater wellbeing and productivity from relational (social) interactions with supervisors, whereas extraverts reported higher wellbeing from task-oriented supervisor interactions. The data shows introverts tended to prefer and benefit more from social interactions with supervisors, contrasting extraverts who benefited more from task-centric supervisor conversations.
Frequent interactions with supervisors correlated slightly negatively with overall productivity, independent of extraversion. More frequent supervisor interactions were associated with modestly decreased productivity ratings across all participants, suggesting possible disruption or inefficiencies due to increased supervisor contact.
Interactions with team members were predominantly task-oriented (average score 4.20/5), and this task-focus was consistent regardless of personality type. Despite different preferences between introverts and extraverts, team interactions remained largely work-centric for all participants.
The application
This study underscores the importance of personalized communication strategies in remote environments. Engineering leaders should recognize that remote interactions don’t have uniform impacts; rather, introverts and extraverts experience remote interactions differently. For engineering leaders, recognizing these differences can help teams maintain high productivity and wellbeing by intentionally structuring interactions that align with individual personalities.
What leaders can do:
Personalize Interaction Styles:
Tailor one-on-ones and team meetings to accommodate both introverted and extraverted communication preferences, such as balancing task-oriented and relational conversations based on individual team members.
Mind the Frequency:
Avoid excessive supervisor check-ins or meetings; aim for meaningful interactions rather than frequent, potentially disruptive touchpoints.
Provide Balanced Communication Channels:
Ensure remote tools support a mixture of structured task-oriented discussions and informal, relational interactions to meet the diverse needs of team members.
By adapting communication strategies to personality preferences and balancing interaction types, leaders can better support diverse team members in remote and hybrid environments.
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Happy Research Tuesday!
Lizzie
This is a great reminder that remote communication is about tuning into how people feel connected and seen. One nuance I’d add: it’s not just extraversion vs. introversion, but how these traits interact with seniority. Junior introverts may not get the informal mentorship they’d naturally absorb in-person, which makes structured but relational touchpoints even more important. The manager's job becomes a lot more about designing space, not just giving feedback.
When we first went fully remote, I assumed introverts would thrive and extraverts would struggle. But one engineer on my team (an extravert by every measure) actually loved the new setup. Why? He said he could finally focus. What mattered wasn’t being around people, it was feeling included in the flow of work. We added async rituals, event-driven updates, and reduced his Zoom load. It turned out he didn’t need more face time, he just needed better signal.