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Introverted vs. Extroverted Leaders- Who’s Better?

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If you ask people if introverts or extroverts make the best leaders, most will respond in favor of extroverts, but the truth is a bit more complicated: it depends.

The main difference between introverts and extroverts is the environments that charge and deplete their energy. Extroverts tend to enjoy interacting with large groups of people, whereas introverts prefer smaller engagements and developing individual relationships. Extroverts like to speak up and engage, which attracts people to them but can also stifle group discussion. Introverts tend to hang back and listen more, which can harness the wisdom of a team, but it can be perceived as passive or indecisive. So, who is going to succeed more often?

The answer is the more self-aware leader who takes affirmative steps to balance their weaknesses and cover their blind spots. I offer this as someone who has successfully led people for over 30 years and was fortunate to be recognized as being in the 2% of Air Force officers. I’m also an introvert with a capital “I.”

As a junior officer, I, too, was drawn to charismatic and outgoing leaders. I found them inspirational to listen to. When they walked into the work center, I could feel the energy level rise, which was exciting. Engaging with some of them was less inspirational. Some tended to cut people off while speaking and would intentionally or unintentionally shut down conversations by stating their opinions early in the discussion. A smaller number of extroverted leaders managed to balance their outgoing nature by refraining from dominating conversations. Instead of expressing opinions, they asked questions and invited people to challenge their thinking. The more self-aware, extroverted leaders tended to develop a cult-like following.

As a mid and more senior-level manager and leader, I sometimes struggled in large group social situations. Public speaking had never been an issue for me, nor were small group meetings. Large social gatherings, however, were never comfortable for me. I really struggle with small talk, a point brought home to me when one of my previous senior enlisted advisors bought me a book as a going away gift appropriately titled How to Make Small Talk. We laughed because one of the reasons I hired her was to help balance out my shortcomings as a leader, one of which is large social gatherings. Where I would tend to stand along the wall observing the group dynamics and engage individuals in deeper conversations, she would work the room to get a sense of the group’s overall health and identify undisclosed issues. Together, we made an incredible leadership team.

 

The author posing with a group of junior offers after a mentoring event.

 

From these and hundreds of experiences like them, I offer the following thoughts for your consideration:

  • Success as a manager and leader begins with self-awareness. Most people think they are self-aware, but science tells us that only 5-10% of the population demonstrates meaningful levels of self-awareness. Which are you?

  • Using your self-awareness, surround yourself with people who will help balance your limitations. As a senior leader, I recognized that the people who struggled the most in leadership were those who hired people like themselves; extroverts hiring extroverts and introverts hiring introverts because it made them more comfortable.

  • Introverted leaders need to manage their energy levels carefully. Leadership is about people and in large numbers that can be very draining to an introvert, so plan accordingly. Don’t overpack your social calendar pretending to be an extravert. Build in down and recharge time so you can be at your best for the social engagements that matter most.

  • Extroverted leaders need to take pains to avoid dominating conversations. People tend to defer to those above them in organizational hierarchies anyway, so extroverted leaders have to hold themselves back to draw others into conversations and make them feel valued.

  • Introverted leaders need to be mindful that the extroverts on their team want to interact with them and make themselves available. It’s easy to make excuses or put it off, but the best leaders prioritize the needs of the team over their personal comfort. If you’re not willing to do that, you should reflect on whether leadership roles are right for you.

  • Extroverted leaders need to recognize that many of the people who work for them are introverted and may not want to spend too much time outside of work socializing with them or their workmates. Social events outside of work should be thoughtfully planned, with required participation kept to a minimum to encourage healthy boundaries and mental health. Under no circumstances should social events be treated or viewed as a commitment or loyalty test.

Whether you’re an introvert or an extrovert, being a great leader begins with becoming more self-aware so you can take intentional and affirmative actions to play to your strengths and mitigate your limitations. While extroverts may have a perceived advantage in leading, that advantage can quickly turn into a liability. On the other hand, introverted leaders may have an advantage in harnessing the collective wisdom of their teams, but that can be lost if the team members perceive a lack of interest from their leaders because they do not engage socially. In either case, use your self-awareness to your advantage and be intentional about your leadership. If you’re not sure what that looks like for you, consider employing the services of a world-class coach like those on our team.  Lead well!

 

Authored by: Jason Lamb, Managing Director

Jason Lamb

Jason is the United States Space Force's Talent Strategist. In this role, he is actively involved in crafting and executing the United States Space Force’s human capital strategy and plans. A nationally recognized thought leader in leadership and talent management, he advises Space Force senior leadership on how best to acquire, develop, engage, assess, promote, and employ its military and civilian members. Prior to his current position, Jason served over 25 years in the Air Force as an intelligence officer and retired in the rank of Colonel.

In uniform, Jason served with distinction in a variety of intelligence, staff, and command assignments in deployed combat environments, geographically dispersed organizations across the globe, and in the United States. As an intelligence group commander, he led over 650 personnel in eight units spread across four continents supporting everything from national decision making to time-sensitive tactical operations.  Jason has deployed in support of Operations SOUTHERN WATCH, IRAQI FREEDOM, and ENDURING FREEDOM. During his career, Jason was recognized as the Air Force’s Intelligence Officer of the Year, graduated number one from his Air War College class, was awarded the Bronze Star in Afghanistan, and twice awarded the prestigious Legion of Merit.

While those accomplishments are noteworthy, he is perhaps best known for leading a significant culture shift in the Air Force and across the Department of Defense beginning with a series of articles he published under the pseudonym “Col Ned Stark.”  In those articles, Jason highlighted significant organizational culture and leadership alignment issues, provided root cause analysis, and offered innovative solutions resulting in the Chief of Staff of the Air Force offering him a senior position on his staff.  To the surprise of many, Jason chose to end his fast-track career and retire instead so that he could coach and engage with broader audiences.  The Space Force reached out to Jason to architect an innovative new approach toward talent management and leadership development that would ensure the long-term alignment of the newest armed service’s mission and values.  The result was The Guardian Ideal, described by the Chief of Space Operations as the single most important accomplishment of the Space Force to date.

Jason understands how to create and develop high-performing teams of teams.  He knows how to uncover organizational misalignment and dysfunction to craft tailored solutions that improve workforce retention and performance.  Jason is a proven leader and solver of wicked and complex problems.

Jason graduated from the U.S. Air Force Academy with a degree in International Relations with a minor in Japanese.  He holds four advanced degrees in organizational management, national security policy, and strategy.  Additionally, Jason is an International Coaching Federation-certified professional coach with an additional certification as an Energy Leadership Index Master Practitioner.  He resides in Colorado with his wife and daughter.

Victory Strategies is a Veteran Owned Business.