This paper investigates the effects of extraversion, and team member expertise on virtual team interaction and performance. Sixty-three virtual teams of professional managers participated in an intellective decision making task using a web-based conferencing tool. The results revealed level of extraversion to be positively and significantly correlated with the aggressive and constructive interaction styles. Differences in extraversion within virtual teams was positively and significantly correlated with a passive interaction style and negatively and significantly correlated with solution acceptance and perceived effectiveness. Average expertise was negatively and significantly correlated to the constructive interaction style and team errors. Average expertise also correlated highly and positively with the best member's expertise. In virtual team settings, teams with lower variances in extraversion did best, especially those with good knowledge to start off with. For the most part, group styles, not individual personality or expertise, have predictive power on performance outcomes.