Can an introvert become a leader? Who are introverts? Should "leadership" only be attributed to extroverts? What are the most prominent characteristics of leaders?
These questions may be running through your mind right now. I believe that the concept of introversion confuses many people. They think that introverts cannot break free from their solitude, never mingle with people around them, and cannot assume management or leadership positions. You may be wondering: Who are introverts? They are individuals who gain energy from spending time alone, according to the book Quiet, released in 2012 by Susan Cain, who went from being a lawyer to becoming a famous writer. Psychiatrist Carl Jung was the first to ever define introvert and extrovert personalities in 1921. He explained that extroverts gain energy from interacting with the outside world, while introverts gain energy from being alone.
But what about assuming leadership positions? Nowadays, senior management positions seem to require lengthy and friendly conversations with clients, as well as indulging in long and fun discussions. Can introverts occupy these positions?
Doug Conant is a living proof of this possibility. He is an American businessman who has served as CEO of the Campbell Soup Company, as well as President of Nabisco Foods Company, and is currently the Chairman of the Kellogg Executive Leadership Institute (KELI). Conant himself identifies as an introvert. But that doesn't mean that introverts are necessarily the stereotypical quiet people who love to observe and to sit alone in some corner of the office, away from their colleagues.
“Being an introvert has been a challenge all my career,” he said. “The world tends to favor those who engage and speak out in a clearly visible way and I tend to sit back and be reflective and look for the appropriate time to make a comment and try to connect.”
Moreover, some high-ranking managers, such as Bill Gates and Mark Zuckerberg have also admitted to being introverts.
In an interview with Chris Dupree, Head of Education at IMPACT about being an introvert leader and his leadership skills, he said that being an introvert or an extrovert does not define you as a good or bad leader. On the contrary, Chris believes that introverts, with their different methods and personalities, can offer different approaches.
He added, "We often perceive introverts as people who prefer to stay away from others as much as possible and in reality, socializing and meeting with people drains my energy. I need some time alone to recharge, while, I believe, extroverts gain energy from being around other people."
The assumption that a quiet personality makes a weak leader is starting to change. Many senior leaders have admitted to being introverts. In her book "Quiet: The Power of Introverts in a World that Can't Stop Talking", Susan Cain writes: “If it's creativity you're after, ask your employees to solve problems alone before sharing their ideas. If you want the wisdom of the crowd, gather it electronically, or in writing, and make sure people can’t see each other’s ideas until everyone has had a chance to contribute. Face-to-face contact is important because it builds trust, but group dynamics contain unavoidable impediments to creative thinking. Arrange for people to interact one-on-one and in small, casual groups. If you have a proactive work force, remember that they may perform better under an introverted leader than under an extroverted or charismatic one”.
The writer Abdul Latif Al-Qurain tackled this notion in his book "Harun My Brother", which is a simplified version of researcher Susan Cain's book "Quiet". The Author negates some misconceptions about introvert personalities, most notably that introverts are unable to speak, lead, manage and advocate for their rights. He presents examples of great leadership figures.
Susan Cain says, "There are people who are 100% extrovert or introvert, but they are crazy and unhealthy."
Moreover, Ghazi Al Gosaibi says, "When I have a fever, stay at home, and see no one, I am the happiest I can be." As for Gandhi, he defines his introvert personality in his own way: "My solitude is like a vitamin that gives me energy."
Five reasons that make an introvert a great leader:
Great leaders listen to what their teams and clients have to say, learn about the issues they are facing, and present solutions to help them. Introverts can be great leaders since they listen more than they talk by nature. They have patience to listen and gather valuable information from other speakers until it is their time to talk.
Great leaders know how to follow up. They sympathize and understand their subordinates, are fully aware of everything they deem important, and understand how to serve them.
Great leaders make good decisions and delegate tasks effectively. They focus on the long term and set a clear path for other people to follow.
Great leaders display confidence. They do not rush to make decisions and focus on their overall and other people’s goals.
Introverts can be great leaders because they do not respond directly and think of what people are saying before interacting. They stay calm in highly stressful situations and are less prone to implementing reckless and dangerous actions that may harm their institutions or team members.
Great leaders are agile. In the face of obstacles, they recover swiftly and solve problems efficiently.
Given their quiet nature and need to spend time alone, their behavior has always been confused while they were growing up with antisocialism traits or aversion towards people.
This misconception that has haunted them since their early childhood, helped them eventually develop their agility. Therefore, they are not so easily discouraged or influenced by those who oppose them. They are also capable of dealing with difficult situations constantly.
We can safely say that there are no people who are 100% introvert or extrovert, and personality traits may change from one stage to another in someone's life. Therefore, each person must identify their strengths and weaknesses to develop and leverage the former in order to adjust and reduce the latter as much as possible.
Moreover, studies have concluded that the success of introverts in leadership is not the result of them imitating extroverts, but rather of them further trusting in their capabilities and focusing on their personal qualities and strengths, while avoiding building prejudice about their leadership abilities and exaggerating their negative aspects, as those aren't but mere psychological obstacles that prevent them from seeing the whole truth: that they are just as capable of leadership as extroverts.
Eventually, everyone can be great regardless of their personality type, provided that they handle it well. This is where true genius lies.
References:
How to succeed with introvert leadership [interview]
Susan Cain: The Power of Introverts / TED TALK
