Deciphering research that challenges our prejudices about the qualities necessary to be a good leader.
In the collective imagination, a good leader must be charismatic, energetic, comfortable in the spotlight. In short, to have all the characteristics Of an extroverted personality. It is no coincidence that management positions are often filled with profiles corresponding to these criteria. A study carried out in the United States showed that 65% of the leaders surveyed consider introversion as an obstacle to accessing leadership positions. Only 6% believe that introverts are more effective than extroverts in these roles.
However, a study calls into question this apparent advantage of extroverted leaders. Published in the prestigious Academy of Management Journal, it is the work of three American researchers: Adam Grant (Wharton School), Francesca Gino (Harvard) and David Hofmann (University of North Carolina).
By combining a field study in pizzeria franchises and a laboratory experiment, they came to a surprising conclusion: teams led by low-extraverted leaders obtain better results than those led by high-extraverted leaders, provided that the employees themselves behave proactively (taking initiatives, questioning the status quo, etc.).
How to explain this phenomenon ? According to the authors, extroverted leaders, due to their dominant side and their desire to be in the spotlight, tend to be less accepting of their subordinates taking initiatives that challenge their authority. Conversely, leaders who are more introverted, more attentive and less directive, are more receptive to the proactive behavior of their employees. This creates a climate favorable to commitment and collective performance.
The study thus shows that introversion, far from being a handicap, can constitute a real asset for a leader, particularly in a context where employees are increasingly expected to be proactive. Qualities typically associated with introverts, like thinking skills, listening skills, and humility, prove valuable in getting the most out of teams.
Of course, it is not a question of falling into the opposite excess by considering that only introverts can be good leaders. Extroversion remains an appreciable quality in many ways. But this study invites us to take a fresh look at what makes for effective leadership and not to be blinded by reductive stereotypes.
In a constantly evolving world of work, where creativity and the ability to adapt are more necessary than ever, organizations would do well to leave more room for atypical leaders who know how to listen and catalyze intelligence. collective. Introverts have a bright future ahead of them!
