Introverted leadership<\/title>\n<meta name=\"description\" content=\"We think of leaders as large, dominant figures, whirlwinds that control every room and crowd, know what to do and tell everyone to do it. To that, Susan\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.patheos.com\/blogs\/leithart\/2012\/11\/introverted-leadership\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Introverted leadership\" \/>\n<meta property=\"og:description\" content=\"We think of leaders as large, dominant figures, whirlwinds that control every room and crowd, know what to do and tell everyone to do it. 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{"id":8154,"date":"2012-11-16T02:36:28","date_gmt":"2012-11-16T02:36:28","guid":{"rendered":"http:\/\/leithart.level2d.com\/?p=1888"},"modified":"2012-11-16T02:36:28","modified_gmt":"2012-11-16T02:36:28","slug":"introverted-leadership","status":"publish","type":"post","link":"https:\/\/www.patheos.com\/blogs\/leithart\/2012\/11\/introverted-leadership\/","title":{"rendered":"Introverted leadership"},"content":{"rendered":"\n\n<\/head>

<\/p>

Cain spends some number of pages tracing the \u201crise of the \u2018mighty likeable fellow\u2019\u201d and assessing the \u201cmyth of charismatic leadership.\u201d She sites a study by Adam Grant and another by Francesca Gino and David Hofman that indicate that there are circumstances when introverts perform better than extroverts as leaders. Grant found that \u201cthe correlation between extroversion and leadership was modest\u201d and that others studies are \u201cbased on people\u2019s perceptions of who made a good leader, as opposed to actual results.\u201d <\/p>\n

In short, \u201cintroverts are uniquely good at leading initiative-takers. Because of their inclination to listen to others and lack of interest in dominating social situations, introverts are more likely to hear and implement suggestions. Having benefited from the talents of their followers, they are then likely to motivate them to be even more proactive. Introverted leaders create a virtuous circle of proactivity\u201d (pp. 56-7; Cain\u2019s summary). <\/p>\n

Gino and Hofman discovered that when the employees are \u201cpassive types who tended to to their job without exercising initiative <\/em> ,\u201d then extroverts excelled. With workers \u201cwho active tried to improve work procedures,\u201d introverts performed better. They drew the same conclusion as Grant: \u201cExtroverts . . . can be so intent on putting their own stamp on events that they risk losing others\u2019 good ideas along the way and allowing workers to lapse into passivity. \u2018Often the leaders end up doing a lot of the talking,\u2019 says Francesca Gino, \u2018and not listening to any of the ideas that the followers are trying to provide.\u201d Because of their ability to inspire, \u201cextroverted leaders are better at getting results from more passive workers\u201d (57). Because they remain low-profile, introverted leaders allow others to rise. <\/p>\n

At times \u2013 not always but at times \u2013 the most leaderly <\/em> thing for the extroverted leader to do is Back Off and Shut Up and Let Us Get A Word In Edgewise Already. <\/p>\n<\/body><\/html>\n","protected":false},"excerpt":{"rendered":"