Cat lovers and dog lovers may have more differences than just the type of pet they prefer, according to new research from Denise Guastello, PhD, of Carroll University. The findings, which were presented at the annual Association for Psychological Science meeting, suggest that there are both personality and intelligence differences between the two types of animal lovers.

After surveying 600 college students, researchers determined that dog lovers tend to be more outgoing and extroverted; cat lovers are more inclined to be open-minded, sensitive, and introverted. Dog people prefer following rules closely, while cat people preferred being expedient to being a rule-follower.

“One explanation for these personality differences could be due to each owner’s choice of environment,” said Guastello. “It makes sense that a dog person is going to be more lively because they’re going to want to be out there, outside, talking to people, bringing their dog. Whereas, if you’re more introverted and sensitive, maybe you’re more at home reading a book, and your cat doesn’t need to go outside for a walk.”

Beyond personality, though, cat lovers scored higher on intelligence tests than their dog-owning counterparts.

Furthermore, fewer people identified as cat fans. Just 11% of the surveyed group chose cats as their pet of choice, while 60% of those surveyed preferred dogs. The remaining members of the survey group either responded that they liked both animals equally or they didn’t identify with either type of pet. Though this study focused on college students, a 2010 study of more than 4,500 people came to similar conclusions.

Guastello believes this study’s results could be used to improve pet therapy, helping to create better owner-pet matches.
A recent study by researchers from UCLA’s Anderson School of Management suggests that although extroverts are initially held in higher esteem in the workplace, self-described neurotics and those who are socially withdrawn tend to gain respect over time while their outwardly confident co-workers lose status. As time passes, neurotics tend to exceed expectations and are perceived as hard workers, while extroverts are seen to coast—and this is the case even if the two groups make similar contributions. In a recent New York Times article, lead author Corinne Bendersky describes her findings and suggests that the patterns she found reflect the value of creating low expectations.

Bendersky’s study included two parts. In the first part, graduate students completed a survey about their own personalities and how they viewed others in their work groups. Initially, the more confident students were perceived as being stronger contributors. But when the survey was repeated ten weeks later, the perception of the introverts had improved, while the extroverts lost status.

In the second part of the study, students were presented with a hypothetical situation: a co-worker named John was assigned to help them finish a project. John was described to half of the students as neurotic and to the other half as extroverted. As predicted, students initially expected that extroverted John would be a more effective contributor. Next, some students were told that even though he was busy, John had agreed to work late; others were told that John was too busy and had to leave early. In both cases, students were less critical of neurotic John’s contributions, while extroverted John was seen as disappointing—even when he was generous with his time.

The findings may also suggest that people perceive the values of personality and contribution differently. Extroverted personalities are overvalued but their contributions can be undervalued; introverted personalities tend not to be valued, but their contributions are sometimes overvalued—they seem to be given the benefit of the doubt.

What are the implications of this research for hiring managers and team leaders? In a recent interview with Forbes magazine, Bendersky cautions against hiring too many extroverts. “The core of an extroverted personality is to be attention-seeking,” she says. “It turns out they just keep talking, they don’t listen very well, and they’re not very receptive to other people’s input. They don’t contribute as much as people think they will.”

What do you think? What combinations of personality traits make up the most effective teams where you work? PAR wants to hear from you, so leave a comment and join the conversation!

 

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