“Introverted leaders create a virtuous circle of proactivity!”

Susan Cain verwys in haar nuwe boek: Quiet – The power of Introverts in a World that can’t stop talking (Crown Publishers: New York, 2012) na Adam Grant (Wharton Management), Francesca Gino (Harvard Business School) en David Hofman (Kenan-Flagler Business School) se navorsing oor introversie en ekstroversie in spanverband.

Die navorsing is nog in hulle kinderskoene, maar van die bevindinge is al reeds besonder interessant. Twee van hulle bevindinge is as volg:

  • Introvert bestuurders is meer effektief met groepe van proaktiewe inisiatief-nemende lede.
  • Ekstrovert bestuurders is meer effektief met groepe wat passief is en nie inisiatief neem nie.
Grant, self ‘n ekstrovert, sê:
“it makes sense that introverts are uniquely good at leading initiative-takers. Because of their inclination to listen to others and lack of interest in dominating social situations, introverts are more likely to hear and implement suggestions. Having benefited from the talents of their followers, they are then likely to motivate them to be even more proactive. Introverted leaders create a virtuous circle of proactivity, in other words.”
Ekstroverte sukkel daarmee, maar dit beteken nie dat hulle in ander situasies nie effektief is nie:
“with their natural ability to inspire, extroverted leaders are better at getting results from more passive workers.”