Journal of Library Administration

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Leadership Reflections: Extrovert and Introvert

Leaders

Maggie Farrell (Column Editor) (Column Editor, Dean of Libraries)

To cite this article: Maggie Farrell (Column Editor) (Column Editor, Dean of Libraries) (2017)
Leadership Reflections: Extrovert and Introvert Leaders, Journal of Library Administration, 57:4,
436-443, DOI: 10.1080/01930826.2017.1300455

To link to this article: https://doi.org/10.1080/01930826.2017.1300455

Published online: 16 May 2017.

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Journal of Library Administration, 57:436–443, 2017
Published with license by Taylor & Francis
ISSN: 0193-0826 print / 1540-3564 online
DOI: 10.1080/01930826.2017.1300455

Leadership Reflections

MAGGIE FARRELL, Column Editor

Dean of Libraries, Clemson University, Clemson, SC, USA

Column Editor’s Note. Leadership skills are essential to creating

libraries that are effective and relevant in their communities. While
some individuals seem to possess inherent leadership capabilities,
it is possible to develop and strengthen skills to effectively lead a de-
partment, unit, or organization. This column explores ways for li-
brarians and library workers to improve their knowledge and abil-
ities as they lead their units, libraries, communities, and the library
profession. Interested authors are invited to submit articles for this
column to the editor at maggie4@clemson.edu.

LEADERSHIP REFLECTIONS: EXTROVERT AND

INTROVERT LEADERS

ABSTRACT. Leadership calls for the ability to work well with

people, communicate with stakeholders, participate in and lead
meetings, and often public speaking. As a leader advances within
an organization, expectations increase for the individual to
engage with others as leaders spend more time working with
colleagues and stakeholders to advance the organization. These
expectations tend to favor extroverts in leadership roles but orga-
nizations may overlook the strengths of introverts as leaders losing
out on the potential for effective management. An understanding
of the strengths and weaknesses of personality types will help
individuals as well as organizations in developing leadership in
order to achieve organizational goals.

KEYWORDS leadership, communication, personality type


C Maggie Farrell

Address correspondence to Maggie Farrell, Dean of Libraries, Clemson University, 116

Sigma Drive, Clemson, SC, 29634-3001, USA. E-mail: maggie4@clemson.edu

436
 Leadership Reflections 437

INTRODUCTION

When one imagines an effective leader, typically the image is of a dynamic,

charismatic individual who works well with people including the ability to
motivate and inspire a group. These skills tend to be synonymous with extro-
vert characteristics so it is not surprising that one naturally considers extro-
verts as more successful leaders than introverts. Grant confirms this opinion
that the majority of high level executives are extroverts and further states that
the percentage of extroverts in leadership positions increases for top level
executives (Grant, 2010, p. 28). Extroverts are perceived to be better leaders
since they tend to have strong social skills, are decisive, command attention,
and willing to take risks. On the other hand, many may consider introverts
as shy, aloof, too focused on the details, and slow decision makers to be
effective as leaders. As we know more about the strengths and weaknesses
of extroverts and introverts, those perceptions may not be valid as both
personality types have the potential to be successful leaders capitalizing on
their unique strengths. The key to success lies in understanding personality
preferences and working to strengthen the non-dominant characteristic to
take advantage of the strengths of each type to fit the appropriate situation.

EXTROVERSION AND INTROVERSION

Extroversion and introversion are detailed within the Myers-Briggs Type In-
dicator as a pair of psychological preferences. “Extraversion and Introversion
as terms used by C. G. Jung explain different attitudes people use to direct
their energy. These words have a meaning in psychology that is different
from the way they are used in everyday language” (“The Myers & Briggs
Foundation,” n.d.). Extroversion draws energy and ideas externally using
social connections to develop ideas and inspiration. Extroverts also pro-
cess information with others often thinking through problems in groups and
talking through ideas. Stephens-Craig, Kuofie & Dool state that extroverts
generally look at big pictures and not the details in their decision making
which also contributes to their quick decision making (Stephens-Craig et
al., 2015, p. 64). Extroverts thrive in busy, stimulating environments with
an outward orientation. Introversion, however, draws energy from the inner
world of ideas and concepts. Introverts are introspective, analyze details,
think carefully before speaking, and are comfortable working alone. The
orientation for an introvert is inward as they assess a situation or reflect on
what they have learned before forming a conclusion. Due to their deliber-
ation, introverts may be considered as cautious and slow decision makers
(Stephens-Craig et al., 2015, p. 64). These positive attributes lend themselves
to certain professions or positions and certainly librarianship would fall into
this category. A decisive decision maker may be ideal in carrying out a
438 M. Farrell

project while the deliberate thinker may be ideal in the planning process. A
variety of skills and abilities are necessary to positively contribute to orga-
nizational processes. Both extroversion and introversion characteristics can
also appear to be negative leadership traits. Introverts can be perceived as
shy, indecisive, slow, and lacking in social skills. Extroverts can be perceived
as arrogant, bossy, and self-centered. Prichard outlines these negative per-
ceptions and states that “unfairly ascribing attributes to someone creates an
unnecessary gulf” (Prichard, 2015). Assuming either the positive or negative
aspect of a trait may incorrectly classify an individual’s abilities to success-
fully lead a team or organization. Particularly for introversion characteristics,
the assumption that introverts will be ineffective as leaders may be a lost
opportunity for an organization since the leadership qualities may not be
as visible. Organizations should be open to considering the strengths of in-
troverts and their ability to be effective leaders through their analytical and
thoughtful styles. “By redefining effective leadership traits, changing com-
mon misperceptions of leadership and connecting those traits of introverted
leaders, patterns can be established to show that introverted leaders have
a place in upper management and can be as effective as those who cur-
rently fit the popular ‘profile’ of an effective leader” (Stephens-Craig et al.,
2015, p.64). Extrovert leaders can learn from introverts to develop deeper
analytical skills, seek information from many throughout the organization,
and to slow the decision process to be more inclusive for a diversity of
ideas and broad feedback. Understanding that a preference is a preferred
style rather than an absolute will help some individuals look beyond the
dominant style to the potential that the individual brings to a leadership
role.
Additionally, the selection of a leader needs to consider how a particular
personality preference may work with employees. Extrovert leaders may not
be as effective with some types of employees so in determining the best fit
for an organization, Grant suggests examining the needs of the organization
to determine if introversion or extroversion may be a better fit depending on
employee characteristics or needs (2010, p. 28). Proactive employees may
thrive with an introvert leader who will listen and appreciate their partici-
pation in the decision making process. Another organization may require a
leader who has to function in a political environment outside of the library
requiring constant interaction with politicians, donors, and officials so an
extrovert may be a better fit in this leadership role. The organization may
seek a balance of extroversion and introversion on their leadership team to
balance out the strengths and weaknesses in order to create a cohesive set
of skills that advance the library. The selection of a leader should not only
consider the leader’s abilities but the type of leadership that will be most
effective within an organization.
In addition to leadership qualities, libraries have another consideration
in the selection of leadership. “Library professionals, like our patrons, are
 Leadership Reflections 439

a mix of introverted and extroverted personalities, each type possessing

unique strengths and facing unique challenges when working with peo-
ple” (Milford & Wisotzke, 2011, p. 26). The strengths and abilities of both
introverts and extroverts are necessary to work with our diverse commu-
nities since library patrons and stakeholders have both extroversion and
introversion tendencies. A city manager who has the introverted preference
would work better with analytics and detailed reports from a library director
while an extroverted city mayor requires the broad goals of an initiative. Li-
brary patrons exhibit their personality preferences seeking answers to quick
questions or working with a librarian on a very complex research problem.
Understanding the extroversion and introversion characteristics of our pa-
trons and stakeholders will enable librarians to provide services that meet
the variety of our patron needs.
Understanding introversion and extroversion needs will assist librarians
in working within their communities as well as leading a diverse group of
employees who depend on leaders for big pictures with details, the ability
to communicate with a group as well as to listen to an individual, to be
analytical and methodical but to be decisive when quick action is required.
“For those managing a varied staff, it’s good to recognize that some will
require individual time to process new ideas, while others thrive in the
chaos of a busy institution. “Two people can have the same plan, but their
style differences make other staff think they have opposing viewpoints and
endpoints" (Stephens, 2015, p.70). Stephens further states that we need to
build ways to manage the divergence in order to effectively communicate
and help an organization work together for common goals (2015, p. 70).
In understanding the differences in personality preference, the organization
can look beyond the dissimilarities to the shared goals appreciating the
different approaches to reach the goal. Expectations for leaders are high and
sometimes impossible to please both extroverts and introverts but to lead an
organization, team, or any group of individuals, the leader must understand
how their personal style will be effective or will impede progress toward a
vision.

UNDERSTANDING PREFERENCE

Leaders need to know their preference type as this will help you to under-
stand your natural tendencies. The Myers Briggs Type Indicator test is avail-
able to assess individual preferences and there are a number of resources to
assist individuals in assessing their psychological type (“The Myers & Briggs
Foundation,” n.d.). Similar leadership assessments and personality classifi-
cations provides insight into one’s behaviors leading to an awareness of
strengths and weaknesses. Leaders are able to use such tools as professional
440 M. Farrell

development assessment to strengthen their abilities and build capabilities in

areas in which they are less strong. While extroversion and introversion are
preferences, individuals can learn to overcome those tendencies or to stretch
themselves into different characteristics. Preferences mean a preferred way
to interact within one’s world but it does not mean that an individual will
always act in that manner but it is the style that is most comfortable. If
leaders understand their typology, Stephens-Craig et al. assert that this will
help the leader to create a productive workplace experience since the leader
understands their own style as well as developing an understanding of the
preferences of employees (2015, p. 65). Individuals can learn the strengths
of the other preference knowing the benefits of those characteristics and
adopt them as their own skills. The effective leader will adapt their commu-
nication or work style to the situation in order to productively work with
colleagues, employees, and supervisors. Such awareness and flexibility are
incredible skills for a leader and will contribute to the overall success of an
organization.

UNDERSTANDING OTHER PREFERENCES

In addition to self-assessment, effective leaders are aware of the preferences

of colleagues and stakeholders adjusting communication to the preferred
pattern of others. In working with extroverted employees, an introvert leader
can prepare for questioning, lots of conversations, and requests for meetings.
Introverted employees will require time for considering ideas, will provide
more detailed responses, and require less group meeting time.
Milford and Wisotzke provide an example of a boss that understood and
appreciated individual communication styles so that an introverted employee
would have time to consider a question and provide a response following
some reflection (2011, p. 25). Such flexibility honors the individual and takes
advantage of the strengths that the employee is contributing to the team or
organization. It creates an environment in which the introvert thrived instead
of being frustrated or feeling as if he was not successful in his position.
Stephens-Craig et al. assert that our modern society has forced introverts to
live in an extroverted world in which the strengths of extroversion are val-
ued more than the strengths of introversion. “When one is forced to obtain a
worldview that operated from their underdeveloped function (i.e., introvert
leader functioning in an extroverted environment), it can cause conflict and
perhaps cripple ones’ ability to live up to their full potential” (2015, p. 63).
This struggle is evident when introverted employees are required to attend
many large group meetings rather than working more effectively in smaller
group discussions or when introverts are required to respond quickly to
 Leadership Reflections 441

verbal questions or extroverts are required to fill out extensive question-

naires. An extroverted leader may thrive in an environment of constant
conversation and interaction while such an environment is exhausting for
introverted employees so the leader should account for this unintended
pressure on the employees. Groups can avoid preference conflict by un-
derstanding the individual types on a team and creating communication
patterns that play to the collective strength of the team. It is only natural
that a team with mixed preferences will experience conflict or stress so
understanding and developing methods that address the differences will
honor the variety of working preferences. In such a supportive environment,
employees will feel valued and will contribute their energies toward the
collective goal.
Differences in energy preferences should also be considered in work
environments. If employees are primarily in noisy, busy offices, then the
leader should consider developing areas in which introvert employees may
work from time to time or spaces in which quiet work can be conducted.
This might include quiet areas or hotel space that allows for individual work.
If that is not possible, then communication patterns may be established such
as quiet and busy hours during the day facilitating the work of all employ-
ees. For extroversion preferences, establishing spaces where collaboration is
encouraged and creative collisions occur will facilitate the interactions that
extroverts crave. This space might be a group work table with a whiteboard
set aside in a workspace environment encouraging employees to informally
work together or for impromptu meetings but lounge space should not be
considered as working space. Librarians know these differences quite well
as most libraries have a variety of spaces that cater to the different learn-
ing styles and needs of our patrons. The same can be developed for our
employees providing not only communication patterns that support individ-
ual styles but also developing, when possible, a variety of work spaces that
respects the variety of employee work preferences.
Employees are most effective when they are working in their preferred
style but there are situations in which preferences may not be possible.
There should be a general understanding of the situations in which quick
decisions are required and when more analytical analysis would be benefi-
cial. If a leader requires decisiveness for a particular situation, it is helpful for
the introverted employee to understand the reason and timeframe. Consis-
tency for routine processes and established communication patterns create
organizational efficiencies developing employee confidence. Variations from
the pattern, while necessary at times, will be more acceptable for employ-
ees if they have an understanding of the exception. Ideally, all employees
would develop both their extroversion and introversion abilities but typically
it is the leader that needs to adjust according to individual preferences and
situations.
442 M. Farrell

APPRECIATING INTROVERSION

Extroversion is well known in our society and there are many examples of
extroverted leaders. There appears to be less of an understanding of the
strengths of introverted leaders and how they may be beneficial for an orga-
nization. Boss provides six truths about introverts and why they make great
leaders—introverts are prudent, learn by listening, leverage their quiet na-
ture, demonstrate humility, manage uncertainty, and are comfortable work-
ing alone (Boss, 2015). Many introverts learn how to adapt themselves to an
extrovert world but they are most comfortable using their preferred styles
and organizations who understand the strengths of introverts may greatly
benefit from their many strengths. Introverts tend to have strong analytical
skills that can provide solutions to complex issues. They persist in finding so-
lutions which may not be as apparent and they typically contribute the deep
insight within a discussion. While introverts might have a quiet leadership
style, Grant’s research notes that introvert leaders listen more to proactive
employees and receive suggestions much better due to their strong listening
skills (2010, p. 28). They are open to suggestions taking input from others
and assessing the viability of the solution which is a valuable asset in leading
collaborative processes and teams. Assuming that an introvert may not be
successful in a leadership position may overlook the potential for a strong
leader who will successfully lead an organization utilizing listening tech-
niques, building consensus, creating inclusive processes, and contributing
analytical skills. These are traits that every organization requires and leaders
who tap into their introversion style may provide the exact leadership for an
organization to thrive and succeed.

SUMMARY

Understanding personality preferences can assist a leader in developing

their own skills as well as effectively working with employees, colleagues,
and upper administration. Both extroverts and introverts hold the potential
to be strong leaders tapping into their individual strengths to effectively lead
their organization. Within organizations, there should be a variety of per-
sonality types and communication patterns that support both extroversion
and introversion understanding that a diversity of opinions, communication
styles, and skills contribute to the overall effectiveness of an organization.
Both extroverts and introverts can flourish as leaders but truly effective
leaders adapt their preference to advance a situation or to support their
colleagues. Effective leaders also stretch themselves to develop and build
their weak preference so an extrovert may slow down to listen more to
employees seeking a deeper understanding. In order to assess a situation,
 Leadership Reflections 443

the extrovert may build in retrospection time to fully process situations

and develop strategy. Introverts may develop confidence to make certain
decisions quicker and to be more comfortable working in highly interactive
environments. With a focus on the organizational goal, each type of person-
ality preference can flex their skills in order to achieve the desired result.
Introversion and extroversion should not be perceived as opposites but two
characteristics along a continuum. The effective leader builds the capability
to slide along this continuum to tap into the benefits of both extroversion
and introversion traits. It is this ability to adapt to changing situations that
make a truly effective leader and create organizations that value diversity of
communication styles and personality characteristics.

REFERENCES

Boss, J. (2015, October 2). 6 Truths on why introverts make great lead-
ers. Entrepreneur (online article). Retrieved from http://www.entrepreneur.
com/article/251177
Grant, A. M., Gino, F., & Hofmann, D. A. (2010). The hidden advantages of quiet
bosses. Harvard Business Review, 88(12), 28.
Milford, R., & Wisotzke, T. (2011). Introverts and customer service in the library: An
unexpected fit. OLA Quarterly, 17(3), 22–26.
Myers-Briggs Foundation (n.d.) Retrieved from http://www.myersbriggs.org
Prichard, S. (2015, April 6). Introvert or extrovert: Who makes a better leader?
(blog). Retrieved from http://www.skipprichard.com/introvert-or-extrovert-
who-makes-the-better-leader
Stephens, M. (2015). The power of quiet. Library Journal, 140(5), 70.
Stephens-Craig, D., Kuofie, M., & Dool, R. (2015). Perception of introverted leaders
by mid- to high-level leaders. Journal of Marketing & Management, 6(1), 62–75.