Introversion And Extroverts: Characteristics Of Leadership And Leadership

Leaders are vital in society since leaders pave the way for the people who follow them to achieve the goal that they aim for. Leaders in history are perceived as individuals with strong personalities that assume their seat in government by their mere strength in overpowering the opposition whether it was warfare or politics. Gerber’s study (2009) supported this by saying that being dominant are stereotypical traits of leaders. Carl Jung, one of the greatest psychologists in history, created two constructs that is commonly used by most personality tests, scales, and inventories today: Introversion and Extroversion. Introverts are known as being quiet and reserved while extroverts are thought as vocal and outgoing. Leaders are primarily thought
Hollenbeck (2009) says that what’s important is the personality of a person being put into a position of leadership and not solely on the skills or abilities the candidate possesses in choosing executive leadership positions in a company. Another factor why they are being overlooked is because of them being thought as a minority. The old statistics say that introverts are only 25% (Myers, 1960) but more recent studies say otherwise and states that the number is actually closer to 50% (Cain,
Balancing their assertiveness with the members can help in better interactions with one another without any limits being set in creativity.

The results of the study of Grant, Gino, and Hoffman (2011) showed that groups who are more proactive work best with an introverted leader as opposed to an extroverted leader which will result in conflict between the extroverted members.

Wooley et. al. (2010) also mentioned that “collective intelligence” is an important factor in identifying success in a group. High collective intelligence, which is how the group members socialize with one another, produces better results than simply using the sum intelligence quotient of all group members.

Rubin, Munz, and Bommer (2005) also made a study concerning emotional intelligence and leadership performance and their results stated that positive affectivity and agreeableness also contributed to high leadership performance and extraversion being the moderator in all of it.

Kaplan, Klebanov, and Sorenson (2009) also added some traits of effective leaders from their research on successful CEOs like attention to detail, efficiency, persistency, and analytical