Leadership Styles: Are You an Extrovert, Introvert or Ambivert?

When we think about leadership, the general perception is that extroverted leaders have traditionally been projected as having an advantage. A recent study by the University of Toronto Scarborough found that extroverts have an advantage in four major categories: emotional; interpersonal; motivational and performance. In a survey of our clients, approximately 60 percent of executives said they believe extroverted leaders have an advantage. It is also important to note that almost all who felt extroverts have the advantage in leadership, identified themselves as an extrovert. 

Fueling the introvert vs. extrovert debate are articles asserting that introverts will soon rule the business world  as we continue to progress towards more automated sales processes that eliminate the need for, for instance, the traditionally extroverted “road warrior” doing outside selling. Others argue the same holds true for management and leadership; as teams are becoming more diverse, virtual and globalized, there is less need for the charismatic extrovert who rallies the team together to inspire enthusiasm and passion to achieve the goals.

So, which is it? Extroverted leaders typically excel at social connections and advocating strongly for their ideas and visions; introverted leaders excel at skills such as thoughtful analysis, listening and reflecting. All of these skills are, without a doubt, universally important to one’s ability to lead, no matter what personality type you identify with more strongly.

The real winners: Ambiverts  

In reality, the majority of people can’t be neatly boxed up in one category or the other, nor should they be. As leaders, it’s critical for us to be able to adapt our behaviors and actions to the vastly varying people and situations we encounter. The best executives are ambiverts, those with leadership personalities that operate in the space between the polar extremes of introversion and extroversion.

To be successful, leaders need to be able to adapt between both introverted and extroverted tasks. Leaders who describe themselves as either strong introverts or extroverts have a harder time being flexible and adapting to a different style when such adaptability is called for, and would make them more successful in achieving their goals. If you consider yourself on one extreme side of the spectrum, chances are you need someone on your team who compliments you and brings the opposing strengths of the other personality type to the team.

Whether you personally identify as a gregarious extrovert, a reflective introvert, or a middle-of-the-road ambivert, keep the following points in mind. 

Don’t get hung up on “who you are”: Introverts and extroverts like to justify their actions by saying, “that’s just the way I am.” Or, “that’s not who I am.” For example, I spoke with a senior executive the other day who said, “I’m not the type of person to come in Monday morning and ask people about their weekend. I have no interest in listening to fluffy weekend talk, that’s just not who I am.” Great leaders know that you need to be willing to exhibit different behaviors in different situations, to accomplish your goals.

Be flexible and adaptable: Perhaps the most important attribute of successful ambivert leaders is the ability to be flexible and adaptable. There are times when, as a leader, you need to be directive and assertive, and tell people what to do. There are other times when you need to excel at shutting up and just listening to what others have to say. When you are able to operate in the ambivert mid-zone, it is easier to utilize both extroverted and introverted behaviors when those attributes are needed. 

Get excited about being uncomfortable: Strong leaders embrace the diverse, and sometimes uncomfortable, situations and people they might find themselves dealing with. Make it a habit to get out of your comfort zone. If you’re an introvert, chances are you would prefer to spend time alone or with the few people you are most comfortable with rather than being at a large social gathering. Challenge yourself to attend and connect with someone you don’t know. If you’re an extrovert, you might practice just listening instead of falling back on your habit of quickly sharing your stories or doling out advice.

Honor people’s need to feel valued or appreciated. Whether you’re an introvert, an extrovert or ambivert, almost everyone has a need to feel valued and appreciated. Recognize this universal need, and set a goal to let three people know each day that you appreciate their contributions, recognize their success, and are grateful for their involvement in your life. Strong leaders lead with gratitude, in every facet of their life.

Keep growing as a leader: After nearly thirty years of coaching leaders, I am continuously amazed that I still get into situations where I’m not sure exactly what to do. People are complicated, and situations can change in a heartbeat. In a society that continues to evolve at warp speed, the ability to continuously learn and grow is even more of a necessity for successful leadership.

Introvert, extrovert or ambivert, your preference does not determine your leadership ability. Great leadership results from your ability to be flexible and adapt your behavior so that you can bring out the best in others and connect with your team members in such a way they are motivated to follow you.