Quiet sellers: When introversion drives salesperson performance

Abstract

Introversion is commonly assumed to be disadvantageous for salespeople. This research challenges that assumption, identifying when introversion may be advantageous. We propose that when salespeople have closer relationships with other sales team members, the association between introversion and salesperson performance becomes more positive. We argue that this is because introverts in strategic network positions receive higher-quality advice and are better at listening. We further suggest that this interaction effect is strengthened when information quantity is higher, which is the case in larger teams. Network analyses of more than 260 salespeople in a direct selling context and a brick-and-mortar store context support our central assertion that introversion can be advantageous, given certain conditions. Altogether, our work extends the literature by underscoring the importance of the interplay between introversion, social networks, and network characteristics to job-related outcomes. For sales and retailing practice, our study highlights unique advantages introverted salespeople have, which have meaningful implications for firms’ hiring and personnel development practices.