29 may enhance these constructs among introverts, addressing biases in leadership development.8 Purpose and Methodology This quantitative study examined the relationship between LSE and Affective-Identity MTL and to assess differences in these constructs between introverts and extraverts before and after exposure to introverted leader archetypes. Key research questions included: • What is the relationship between LSE and Affective-Identity MTL? • Are there differences in LSE and Affective-Identity MTL scores between introverts and extraverts before exposure to introverted leader archetypes? • Are there differences in LSE and Affective-Identity MTL scores between introverts and extraverts after exposure? • Do introverts under 30 years old or with less than five years of leadership experience show differences in LSE or Affective-Identity MTL post-exposure? Leadership trait theory historically emphasized innate characteristics with extraversion consistently linked to leader emergence.9 The Big Five personality model, comprised of five personality traits including extraversion, has informed much of this research.10 However, introverts face a stigma in leadership contexts, often perceiving group tasks that lead to leader emergence negatively.11 Social Cognitive Theory suggests that symbolic modeling—learning through observing role models utilizing visual media—can influence behavior.12 LSE, a belief in leadership capability, and Affective-Identity MTL, the intrinsic desire to lead, are malleable constructs that can be enhanced through vicarious learning.13 This study leverages these theories to explore how introverted leader archetypes impact introverts’ leadership beliefs. Methodology This study employed a quantitative, non-experimental design to explore how exposure to introverted leader archetypes affects Leadership Self-Efficacy (LSE) and Affective-Identity Motivation to Lead (MTL) among introverts. The sample included 424 working adults aged 21 and older: 264 non-executive employees from a Texas-based financial services firm (62% completion rate) and 160 from the researcher’s LinkedIn contacts via snowball sampling (65%
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