Are all our leaders extroverts?
Do we need to elevate only extroverts to leadership positions?
Does this leave the introverts forever in the shadows?
The century-old work on introversion/extroversion of Carl Jung, brought this into sharp focus and has been the gift that keeps on giving.
It was extrapolated 40years later by Katharine Briggs and her daughter Isabel Briggs Myers in the enduring Myers-Briggs personality indicator.
Citing the obvious bias to extroversion throughout western business in leadership training and recruitment, Susan Cain’s book Quiet, seeks to redress the balance.
Indeed, she makes a compelling case for the introvert. She discusses the tension between the inheritable factors of personality and the environmental influences.
Temperament (inherited—nature) is the foundation and personality is the result of life experiences, that is, the environment (nurture).
Cain describes development psychologist Jerome Kagan’s longitudinal studies on emotional and cognitive development of 500 people—from infancy to adulthood and still ongoing—how he has found that simple stimulus tests on babies has led to a high correlation to adult personality.
This is fascinating in itself, as more than half the population shows signs of introversion.
The extroversion/introversion tension is probably the best-known of the big determinants of personality—the others being:
- Agreeableness (friendly, easy to get along with);
- Conscientiousness (being focused on detail, persistence and had work);
- Openness to experience (exploring the new);
- Emotional stability (steadiness in the face of discomfort or threat).
Classically the extrovert may characterize the introvert as, if not disagreeable, possibly tentative or withdrawn; highly conscientious; appearing to shun loud or bright situations and is often seen to be “down” or unenthusiastic.
Is any of this fair or even accurate? Even if so, does it matter?
As leaders, we need to be aware of where we, ourselves, sit on the introversion/extroversion spectrum—emotional intelligence is as much about seeing ourselves as seeing others. Of course, this in turn is essential to appreciating, leading and coaching introverts. But how do you recognise a highly sensitive or introverted person?
Apart from your own observations of behaviour, there is a sensitivity survey that has gained some currency over the years. You can Google a 27-item self-test by Dr Elaine Aron—try taking it yourself and discuss with someone who knows you well.
Then, if the relationship can bear it, offer it to someone whose introversion/extroversion is a source of interest for you. This is not a test as such, but a discussion starter and developer. It may well lead to a deeper mutual understanding.
Aron believes that 70% of sensitive people are introverts and 30% are extroverts.
As the leader, especially if you are further towards the extroversion end of the scale, how do you interact with the introverted?
Cain quotes Jay Belsky who described the ideal parent behaviour for an introverted child:
Someone who can read your cues and respect your individuality; is warm and firm in placing demands on you without being harsh or hostile; promotes curiosity, academic achievement, delayed gratification and self-control; and is not harsh, neglectful or inconsistent.
This is also useful for the leader of adults in the workplace.
It may be helpful to see introverts as needing time and space to deal with the new, the unexpected or the complex, as they are likely to bring a much more considered contribution. We need to look beyond their initial response.
Can introverts be leaders too?
Much of the work done by Jim Collins found that the most successful leaders have what we may recognise as introversion traits: compellingly modesty, shunning public adulation and never boastful; acting with quiet, calm determination; relying on inspired standards (rather than charisma) to motivate.
Cain cites some of the great introverted personalities: Bill Gates of Microsoft, Brenda Barnes of Sara Lee, James Copeland of Deloitte, Warren Buffet of Berkshire Hathaway, Lou Gerstner of IBM, Darwin Smith of Kimberly-Clark and Steve Wozniak of Apple. The greatest scientist, Albert Einstein. And Eleanor Roosevelt and Rosa Parks who helped precipitate the US equal rights movement.
And of course that most charismatic of introverts Mahatma Gandhi, who said:
My shyness has been in reality my shield and buckler. It has allowed me to grow. It has helped me in my discernment of truth