30 Ducere Est Servire: THE LEADERSHIP JOURNAL OF DALLAS BAPTIST UNIVERSITY completion rate). Participants spanned industries, including finance, IT, and sales, with 49% identifying as introverts and 51% as extraverts via the Big Five Inventory (BFI).14 Instrumentation The study used multiple assessment tools to assess key variables. The Big Five Inventory (BFI) was used to assess extraversion and classify participants as either introverts or extraverts. Leadership Self-Efficacy was assessed with the LSE Scale, which evaluated participants’ confidence in their leadership capabilities. To evaluate participants’ intrinsic motivation to lead, the Affective-Identity Motivation to Lead (MTL) Scale was employed, focusing on the enjoyment derived from leadership roles. Additionally, a two-minute and thirty-second symbolic modeling video was presented in the form of a PowerPoint slide show. This presentation featured profiles and quotations from prominent introverted leaders, including Warren Buffett, Elon Musk, and former President Barack Obama, with the aim of fostering identification with introverted leadership styles. Data Collection and Analysis Participants completed the BFI, LSE, and MTL surveys prior to video exposure, then watched the symbolic modeling video, and subsequently repeated the LSE and MTL surveys immediately after exposure and again three weeks later to assess both immediate and sustained effects. Pearson correlations were conducted to examine the relationship between Leadership Self-Efficacy (LSE) and Motivation To Lead (MTL), while independent samples t-tests compared outcomes between introverts and extraverts. Dependent samples t-tests were conducted to evaluate changes in LSE and MTL across time points. Ancillary analyses explored whether age and prior leadership experience influenced participants’ responses or moderated the observed effects. All statistical tests were conducted using a significance level of .05, ensuring that findings met conventional thresholds for reliability and interpretation.
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