There are quite a few prejudices about introversion and leadership. For example, an American study from a few years ago shows that 65 percent of (American) top managers see introversion as an obstacle to leadership. Only six percent said they considered introverts better than extroverts, while 47 percent believed that extroverts are better leaders. However, about 40 percent of all top managers are introverted.
This example shows that the prevailing norm in leadership land is mainly an extroverted one. Extraversion is considered to be a predictor of good leadership. However, this is not necessarily reflected in the results of those leaders.
Why is it that we as a society continue to look primarily at the extrovert as leadership material? The answer to that question lies partly within our culture. It says a lot about how our society views leadership, but much less about how well someone actually functions as a leader.
For example, consider the difference between Western Europe and Asia. Here in Europe, it is quite common for a leader to come to the fore and be clearly present. Western Europe, together with America and Oceania, is actually the most extroverted part of the world. However, Asia, like large parts of Africa, is a lot more introverted. It is much less common there for a leader to take up all the space. Asian culture is much more about cooperation and collectivity. This is at odds with the more individual society of Western Europe and America.
Corporate culture
In addition, there are also major differences between the various corporate cultures. For example, sectors such as healthcare and education are known to be more open to the introverted way of acting, while sales and consultancy have a somewhat more extroverted standard.
As an introverted leader, it is very important to realize the influence the (business) culture has on your actions. Does the organization allow you to do it your way, or are you expected to be more outgoing? And does that actually suit you? These are all things to consider in your current role and in a possible search for a new role. Making this negotiable is certainly something that can help to increase your job satisfaction. A few tips to deal with this better:
- Authenticity is an important condition for powerful leadership. In a more introverted culture, an introverted leader will appear to be more authentic than in a more extroverted culture. So know that the image of a leader can differ from culture to culture.
- Ask yourself whether your current work environment suits you or not. If you notice that it costs you more energy than it gives you, then it is definitely time to look at it more closely. Talk about it and indicate where your needs lie as an introverted leader.
- Don't blame yourself if you're a bit more introverted. This says nothing about your ability as a leader, but all the more about your unique qualities and your specific needs in your role as a leader.
Want to hear more about this topic? On Thursday, January 21st, I will have a conversation with Jennifer Kahnweiler and Jill Chang about cultural differences in relation to introversion and introverted leadership. You can attend this webinar for free by registering here. You can read a lot more about this theme in my upcoming book Introverted Leadership.
