Twelve strengths of the introverted leader
This is the second blog, in a series of three, where Dr Helen Nolan, University of Warwick Medical School challenges stereotypes of who can become leaders.
In the first blog in this series, Why the introverted leader gets a bad press, I looked at the research on leadership and how research has too readily presented a negative view of those with introversion traits. I highlighted how women with such traits face a double whammy. This is because, rather than meeting the traditional expectations of a woman being sociable and caring, their introversion qualities make it all too easy for them to be seen as “aloof’ or “hostile”.
In this second instalment, I set out how the twelve qualities and traits associated with introversion create strong leadership.
So you thought that someone who is introverted can’t make a good leader? . Let’s unpick some of these assumptions and reconsider the introvert’s leadership potential.
As introverts, we tend to seek depth instead of, or in addition to, breadth. This approach is a strength in processing, managing information and approaching problems. This allows solutions to be explored and pursued from a more informed stance.
We have tendencies to critically explore and establish connections and relationships. This results in greater creativity and originality of thought.
This approach to critical exploration and depth also underpins our abilities as effective decision makers, particularly when compared to extroverts.
Women introverts habitually self-reflect and display self-awareness. This informs and drives self-improvement.
Self-awareness and reflection further enhance our capacity for empathy, supporting development of stronger and more meaningful connections with colleagues, team members and collaborators. All of these factors enable us to develop insight and understanding of team members, their strengths, and weaknesses, and to recognise and enable potential synergies between colleagues.
Although we might be less inclined toward small talk and social chatter, our ability to focus is invaluable in developing deep understanding of people and the issues that face them. Introverts are often noted for their tendency to listen, think, and then talk. They tend to proceed in a measured, preferably prepared, and informed way. Time to reflect is valued and utilised.
Perhaps one of the apparent drawbacks associated with introverts is our characteristic introspection and perceived autonomy – factors that are sometimes misconstrued as unsociability or detachment. However, the introvert’s independence and self-possession doesn’t have to be our downfall. Far from it, in fact. Introvert leaders are less motivated by personal ambition or gain, so the focus remains on the shared mission and the best ways to achieve this.
Introverts tend to be secure enough to recognise own blind spots and limitations. This humility allows us to resist the temptation towards knee-jerk responses, for fear of losing face at not immediately having all the answers.
Neither is the introvert characterised by the need to fill every silence or to exclusively steer the conversation. On the contrary is the characteristic ability and tendency to tune in and listen to others.
This combines with an openness – and attention - to considering alternative perspectives and ability to harness aptitudes and expertise of others. These may have been unveiled through those meaningful connections that introverted leaders have forged with colleagues.
As explored in the first blog in this series, introverted leaders are particularly adept at guiding proactive, extroverted employees.
These approaches combined with a calm and composed demeanour, underpinned by careful preparation ensure a steady steer and quietly assured approach. Our leadership capabilities may be particularly useful and desirable during times of crisis and change. If the task of leadership is to guide and envision future possibilities during times of change and challenge, this willingness to consider the wisdom of others when choosing a way forward is surely a good thing.
We have now challenged assumptions regarding leadership potential of introverts. In the final blog in this series, we will think about bridging the gap between potential and realisation. We will think about how to finesse and deploy these distinct capabilities/ skills to truly embody a leadership role.
Read on ….
In the third, and final blog in this series, How to embrace your stellar qualities as an introvert, Helen provides advice and wisdom for women who experience introversion to enable them to embrace and celebrate their qualities, capabilities and traits that contribute to successful leadership.
Dr Helen Nolan is an Associate Professor at the University of Warwick Medical School. She has recently won an Education Innovation Award by the ASME’s Educator Development Committee (EDC)who support and promote the personal and professional development of healthcare educators of all disciplines and to disseminate good practice in medical education.