Do introverts make better leaders?
The business world often seems designed for extroverts – charismatic leaders who thrive in social situations. But let’s not overlook the incredible potential of introverts in the C-suite.
While extroverted traits like strong networking skills, calculated risk-taking, quick-thinking and dynamic communication skills can be advantageous, the C-Suite is not exclusively reserved for extroverts. In fact, in my experience, some of the most successful leaders are introverts
Introverted leaders bring a unique set of qualities that can be equally valuable in executive roles. They are often excellent listeners, deep thinkers, and great strategists. Their ability to focus and reflect can lead to well-thought-out decisions and innovative solutions and their excellent active listening skills ensure a high level of empathy which enables them to connect with others on an emotional level.
Some CEOs I work with are from a finance background, and working in a data-led world means they are used to operating in a naturally more introverted, independent and analytical way. Introverts also tend to build meaningful, lasting relationships with colleagues and team members, which can be instrumental in achieving organisational success.
A recent study called the CEO Genome Project assessed the performance of more than 900 CEOs and found that people with introverted personalities exceeded the expectations of their investors more often than extroverted ones. Further studies show that while highly extroverted people are 25% more likely to land top jobs, introverts often make better leaders.
Success in executive leadership is ultimately about recognising and utilising your unique strengths and adapting to the ever-evolving demands of your role. Embrace your personality type, and remember that diversity in leadership styles will ultimately lead to a more well-rounded and successful organisation.