Introverted and Extroverted Leaders

Managers and junior employees come from a variety of ethnic backgrounds. They demonstrate a variety of activities, but they must collaborate to accomplish a collective purpose. Workplace tension is often triggered by temperament. As a consequence, it is crucial to comprehend such behavioral variations as introverts or extroverts. It is difficult to choose the right leader from two people who exhibit extrovert or introvert characteristics. Critical and imaginative observation of workers, on the other hand, results in an insightful decision. Both temperaments have strengths and weaknesses in terms of leadership. Distinguishing the key characteristics synonymous with leaders is a vital task with significant benefits. A brief comparative analysis of extroverts and introverts is as follows. Extroverts are social individuals conveying any short interaction to friendship. They see a client in every person they meet. Instead, introverts acknowledge interactions, but limit their discussion to formal business dealings. Extent of socialization is instrumental in attracting and retaining customers to the organization. However, similar behavioral diversity exists among clients. Some people prefer deeper attachment during interaction, while others are reserved (Cain 54). Hence, leaders possessing either of the traits must find their match and collectively work in the interest of the organization.

Extroverts are volunteers to various tasks that come their way. These are leaders that can take up multiple roles like heading of committees regardless of their independence. Introverts only step in to take up a task if others have been defeated or expressly ask for their assistance. In most cases, one may mistakenly perceive an introvert leader having negative attitude on resentment towards duties. Introverts tend to avoid functions that are not related to business. In fact, they have feelings towards others, but do not openly express it to provoke discussion. On the other hand, extroverts can initiate debate any time and get involved in any situation.

Introverts are more associated with doubtable ability to make good leaders. However, they possess an impressive potential of concentration towards a problem. If they are offered an opportunity to present their ideas, details are refined and precise. Given that introverts take time to observe behavior over time from a distance, they act as good arbitrators in situations of conflict within the organization (Cain 61). They are able to intervene without emotional involvement or partisanship. In fact, introverts are more realistic in making their decisions. Such leaders press forward only if they are sure of their competency to handle the task at hand. In that respect, they tend to be reliable and effective in execution of assigned jobs. Patience is the guiding principle among introverts.

While extroverts are assumed to be better leaders, they have shortcomings too. In fact, Cain argues, “there’s zero correlation between being the best talker and having the best ideas”. The domineering trait of extroverts makes them emotionally overpower other people including clients with the consequence of eliciting mistrust. Besides, extroverts can go lengths to create impression and burn out faster, which is not healthy for a manager. In most instances, extroverts defy interpersonal boundaries when interacting with junior staff and court the risk of disobedience and insubordination.

It is important to be careful with making judgment on personalities based on surface traits. In some circumstances, an introvert may act as an extrovert and vice versa. However, an outstanding distinguishing feature of introverts is their tendency to recharge while in solitude, while the extroverts need people. Acknowledging the input of each person in an organization entails accepting their traits that cannot be changed. Introverts prefer starting the day with focus on solitary assignment and open up as time passes. It is, therefore, necessary to encourage introvert leaders to retreat to their schedule as long as goals are achieved. Cain says, “don’t think of introversion as something that needs to be cured...Spend your free the way you like, not the way you think you’re supposed to”. Extroverts need to be scheduled for brainstorming sessions, as they tend to be more vibrant in an actively social environment, where ideas are shared. Considering the discomfort of introverts with public speaking, it is better to engage them more directly or prior to a meeting to take note of their contribution. Extroverts are always pressed to express their ideas in front of people. However, they need to be encouraged to remain on course by enthusiasm from being overtaken their emotions.

The organization should create a culture of mixed traits working in the same office. Although friction is likely in the short run, the leaders will tolerate each other, cope and produce objective decisions. Stereotypical perception towards individuals may overshadow their potential. It is imperative that one take time to learn, tolerate, and co-operate with both introvert and extrovert leaders. After all, blending the two has the prospect of a quality decision that is focused on the organizational goals.

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Work Cited

Cain, S. (2012). Quiet: the power of introverts in a world that can't stop talking. London, Viking.