How Introverts Make Effective Leaders in the Workplace

Although neither extroverts nor introverts make inherently better leaders, workplaces have been shown to favor the former given their charismatic, outspoken nature. This is seen in the “Extrovert Ideal”–the popular idea that the ideal self is “gregarious, alpha, and comfortable in the spotlight.” Because of the association between extraversion and leadership, extraverted employees are more likely to be perceived and selected as leaders.

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Although overlooked, introverts also have qualities that make them great leaders. In fact, many self-proclaimed introverts have become remarkable CEOs and pioneers in the past. People like Bill Gates, Barack Obama, and Rosa Parks show that introverted qualities don’t keep from being effective in public spaces. It also shows that extraversion is not the only predictor of leadership and that introversion has workplace benefits.

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Here are some characteristics of introverts that make them effective leaders:

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1. Introverted individuals mesh well with proactive employees

According to a study by organizational and behavioral professionals Adam Grant, Francesca Gino, and David Hoffman, one advantage introverts have over extroverts is their ability to produce greater group performance with proactive employees. Introverted leaders are willing listeners. They are able to take suggestions from the team without feeling threatened or having the need to assert their dominance, making them more likely to provide employees with the space to develop, share, and implement ideas. In contrast, the eager nature of extroverts makes them better suited to lead passive employees.

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2. Introverted individuals have an increased attention to detail

Introverts also make excellent leaders in workplaces that require meticulousness, such as in analyst jobs. This is because introverts are introspective and have an increased self-awareness. They are likely to critically engage with information in private before sharing their ideas with others. This is especially true in high-stimulation environments, which introverts take time to process in order to be able to speak with relevance, a vital attribute of effective leaders. Because of this, introverts may be falsely assumed to be shy and poor communicators. The truth is that introversion and shyness are not highly correlated. Introverts respond to their environment not out of shyness or the lack of it, but based on the amount of stimulation involved. The care that introverted leaders put into observing situations also ultimately makes them good decision-makers.

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3. Introverted individuals are inclined to be more creative

Introverts have a preference for low-stimulation environments like quiet spaces when working. It just so happens that solitude is crucial to creativity—when people are in groups for an extended period of time, they tend to adopt each other’s traits, making it difficult to inspire new ideas. The ability of introverts to work alone makes them more apt to lead with original ideas unrelated and uninfluenced by those around them, which is desirable for organizations that prioritize innovation.

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Leveraging the Next Generation of Leaders

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As workplaces today face more complex challenges that require collaboration, a nuanced understanding, and a fresh approach, introverts are stepping up to the challenge of being a leader. The conventional wisdom of the “Extrovert Ideal” is being replaced by the notion that introverts can be equally effective as extroverts. 

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However, introverts still need to overcome the cultural bias against them, as a 2006 survey showed that 65 percent of senior corporate executives viewed introversion as a barrier to leadership. As such, many aspects of the workplace are even designed for extroverts. Fish tank-style rooms, low and partial cubicles, and open seating are some examples.

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To increase productivity in the workplace, introverted leaders should also be better supported. This can be done by making low-stimulation environments, like independent work rooms, more accessible to those who need them. Additionally, people should acknowledge that different contexts may call for different leaders, making both extroverts and introverts essential in the workplace.

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References:

• Atamanik, C. (2013). The introverted leader: Examining the role of personality and environment. Center for Leadership Current Research 2. https://digitalcommons.fiu.edu/lead_research/2
• Barnes, H.A. & Stewart, S.M. (2022). Misconceptions about introverted leaders: How quiet personality types influence the workplace. International Journal of Management Development 2(3), 217–235. DOI:10.1504/IJMD.2022.130956
• Grant, A., Gino, F., & Hoffman, D.A. (2010, December). The hidden advantages of quiet bosses. Harvard Business Review. https://hbr.org/2010/12/the-hidden-advantages-of-quiet-bosses
• Grant, A.M., Gino, F., & Hoffman, D.A. (2011). Reversing the extraverted leadership advantage: The role of employee proactivity. Academy of Management Journal 54(3), 528–550. DOI:10.5465/AMJ.2011.61968043