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Extrovert and Introvert Managers in
the Global Context
Global Management Practice course 2017
Team 3:
Andrzej Gorlov 69087
Karolina Nieradka 56783
Zuzanna Sadowy-Sadowska 53159
Taney Wanlin Tan 75845
Extrovert and Introvert Managers in the Global Context: The Storyline
How to distinguish an
extrovert from an introvert?
The background:
problem and opportunity
Challenges
introvert and extrovert
managers may face
Direct and indirect
communication styles
Summary:
key findings
Opportunities
introvert and extrovert
managers can leverage
Case study
based on
HBR research
Hypothesis: Introverts can be equally good or even better leaders than extroverts
Problem
Opportunity
Stereotype: To succeed as leaders, introverts may have to
overcome a strong cultural bias. In a 2006 survey, 65% of
senior corporate executives viewed introversion as a
barrier to leadership, and other studies have shown that
highly extroverted U.S. presidents are perceived as more
effective. - Harvard Business Review
Stereotype: To succeed as leaders, introverts may have to
overcome a strong cultural bias. In a 2006 survey, 65% of
senior corporate executives viewed introversion as a
barrier to leadership, and other studies have shown that
highly extroverted U.S. presidents are perceived as more
effective. - Harvard Business Review
Western societies, and in particular the U.S., have always
favored the man of action over the "man" of contemplation
Can introverts make good leaders?
Since the 20th century extroverted behaviour had started to
be perceived more favourably, especially in business
context
What kind of teams should be managed by introverts to
achieve the best results?
The model of society has changed, people needed to adapt
and build relations more quickly in order to work effectively
alongside strangers.
Is extrovert personality desired within managerial on the
global scale?
Until today mostly in western system both kids in school as
well as adults at work are “pushed” to cooperate mostly in
groups.
How can one become successful manager if his personality
is not matching the communication style of his company?
How to distinguish an extrovert from an introvert? Is there anything in between?
Introvert
Ambivert
Extrovert
 That being said, people are seldom of absolute
introverts or extroverts.
Enthuasiasm
Holds down
positive feelings
Demonstrates
some positive
feelings
Shows a lot of
positive feelings
Sociability
Prefers working
alone
Occasionally
seeks out others
Prefers working
with others
Energy
Mode
Prefer being still
in one place
Maintains a
moderate activity
level
Prefers to be
physically active
Taking
Charge
Prefers being
independent of
others
Accepts some
responsibility for
others
Enjoys
responsibility of
leading others
Trust of
Others
Skeptical of
others
Is somewhat
trusting
Readily trusts
others
Tact
Carefully selects
the right words
Exerts moderate
care in selecting
words
Speaks w/o
regard for
consequences
 Introvert, ambivert or extrovert leadership styles
exert various degrees of influences depending to
situations.
 In a dynamic, unpredictable environment, introverts
are often more effective leaders - such behavior can
make extroverted leaders feel threatened (ad. Case
study on s. 10)
 The key to this is self-awareness to explore
positives and negatives of each traits to become
true strategic influences in the organizations.
 According to Hedgehog concept, the combination of
economic engine, passion and being best in what
you can makes the leader from good to great.
(Collins. 2001)
Introverts who had leveraged their strengths and became great leaders – it is more
common than it seems!
Quiet strength
The business world’s recently acquired respect for introverted personalities follows the rise of a number of leaders who exhibit these characteristics,
such as US president Barack Obama, Apple CEO Tim Cook and Yahoo CEO Marissa Mayer.
Prominent books, such as Good to Great by Jim Collins and Quiet by Susan Cain, have also drawn attention to the argument that businesses often
neglect the creative and managerial strengths of introverts by placing too much value on personality and team-orientated o ce environments.
Famous Extroverts
Famous Introverts
Challenges: Introverts’ more individual behaviour may question their competencies whereas
extroverts’ high dependence on others may influence their effectiveness and work focus
Conclusions
Communication
E
X
T
R
O
•
•
Need to speak with others limit
receptiveness and possibility to analyse
the discussion progress
Loud thinking process can be seen as
egotistical or arrogant behaviour
I
N
T
R
O
•
I
N
T
R
O
•
•
Internal thinking process can result in
being seen as weak contributor and slow
thinker
Less
sharing
can
cause
some
misunderstandings and inconvenience of
other employees
Relationship with others
E
X
T
R
O
•
•
Willingness of being socially involved
and
accepted
may
lead
to
overcommitment
Orientation towards social interaction
can distract from the conducted work
•
Less conversations and time spend with
other people make it harder to build
relations with employees
Avoidance of confrontations may make
them more vulnerable
Work style
E
X
T
R
O
•
•
Taking energy from outside can lead to
procrastination of tasks that need to be
done alone or not enough effort in deep,
specialized work
No reflection time can lead to act
without thinking
I
N
T
R
O
•
•
Constant interaction with others saps an
introvert’s energy and creates anxiety
Trying to work solo can look like isolation
and ignorance
The biggest challenges
of EXTROVERT global
manager
is need of
interaction and acceptance of others, problems with focus and
constructive
cooperation
The biggest challenges
of INTROVERT global
manager
is effective
and clear communication, presentation of
all skills and abilities
and constant cooperation
Opportunities: Introverts’ strength mainly lay in focus on other employees and real objective of
the task whereas extrovert strong point is identified in adaptability to different tasks and
environments
Conclusions
Communication
E
X
T
R
O
•
•
Networking skills allow to build the
right connections with right people
Ability to speak publicly and charisma
make it possible to draw attention
and direct other towards important
issues
I
N
T
R
O
•
•
Natural great listening skills allow to
step outside and see the big picture
Willingness to put other people and their
vision into spotlight allow to make
employee feel valued and motivated
Relationship with others
E
X
T
R
O
•
•
More socialising with the team gives
more tools and opportunities to build
trust and motivation
Interactions while working engage all
employees and allow to better flow of
information
I
N
T
R
O
•
Acting in intelligent, well thought way
allow to bring out the best in people and
push them towards achieving goals by
their own
Work style
E
X
T
R
O
•
Positive
energy
among
team
members gives them lead to effective
work and solidarity
I
N
T
R
O
•
•
Carefulness and consideration retrain
from taking outsize risks
Thoughtfulness
help
to
thorough
preparation and dig deeper into some
issues
The main advantages
of EXTROVERT global
manager are better
ability to influence
others and get more
attention
The main advantages
of INTROVERT global
manager are focus/
attention to others and
thorough preparation
Type of personality is often linked to communication style of the country of origin
Definition
DIRECT
•
Direct (linear, low-context) – „what you see
is what you get”. More verbal and explicit
clarity of communication.
•
Directness is associated with individualist
cultures, which has freedom from control.
•
Direct communication expresses truth.
•
Accurately represents facts, technique or
expectations.
INDIRECT
•
Indirect (circular, high-context) – „ what you get is
what you manage to see”. More attention to
situation, not much talking, more non-verbal.
•
Indirectness is associated with collectivist cultures.
•
In collectivist culture, politeness and desire to avoid
embarassment often take precedence over truth.
•
Ommits specific factual and even technical aspects
of a message.
•
Emotional resonance
precision.
is
more
important
than
Behaviour
DIRECT
•
Using clear, definitive statements.
•
Asking a lot of questions.
•
Participating actively in meetings.
•
•
Quietly observing in meetings.
Making points with conviction.
•
Offering suggestions for consideration.
•
Being comfortable telling others what to do.
•
•
Prefering to get others involved in discussions.
Using words like "should", "have to".
•
Using words like "maybe", "possibly".
•
Telling others why their ideas should be
adopted.
•
Asking others to consider their ideas.
INDIRECT
The style of communication has a strong impact on business relationships
Communication styles in business
DIRECT
•
Good communication is precise, simple, and
clear.
•
Good communication is sophisticated, nuanced,
and layered.
•
Messages are expressed and understood at
face falue.
•
Messages are both spoken and read between the
lines.
•
Repetition is appreciated if it helps clarify the
communication.
•
Messages are often
expressed.
•
Business relationships are complicated, hence
the language should be frank and direct.
•
Business relationships are complicated, hence the
language should be dyplomatic and indirect.
•
Non verbal cures are often not important.
•
Non verbal cures are often important.
•
Message is typically more important than the
medium.
•
Medium is typically more important than the
message.
Examples of low- and high-context cultures
INDIRECT
implied but not plainly
Identified opportunities: The best results are achieved by finding balance between
personality type of manager and within team members
Research conducted by Harvard
Business Review on profitability
of 57 stores during 7 weeks
Results
E
X
T
R
O
Conclusions
Extrovert managers
achieved better results
with passive employees
I
N
T
Stores with passive
employee and extrovert
managers achieved 16%
higher profits
R
O
Introvert managers
achieved better results
with proactive employees
Stores with proactive
employees led by
extroverts achieved 14%
lower profits
Dominance
Complementarity
the tendency of groups to
be more cohesive and
effective when they have a
balance of dominant and
submissive members.
Key findings: Self-awareness and ability to adjust the communication style to the
organizational environment is the key to become a successul leader
Successful managers can be both of
extrovert and introvert personality
Key competences that introvert managers
should leverage on
Good memory
Communication styles vary between different
cultures - it’s important to be aware of that and be
able to adjust the leadership and personal
communication styles
Planning
Problem solving,
attention to
details
Case study analysis: mixing extroverts with
introverts may bring a lot of added value to the
organization – the key to succeed is self-awareness
to explore pros and cons of each traits
Bibliography
• „12 Challenges introverted leaders face and how to overcome them”, Forbes; Available at:
https://www.forbes.com/sites/forbescoachescouncil/2016/03/08/12-challenges-introverted-leaders-face-and-how-to-overcomethem/#2f036e7b57bb
• „Intercultural Communication: High- and Low-Context Cultures”, Southeastern University Online Learning, Available at:
http://online.seu.edu/high-and-low-context-cultures/
• „Introverts, Extroverts, and the Complexities of Team Dynamics”, Harvard Business Review; Available at:
https://hbr.org/2015/03/introverts-extroverts-and-the-complexities-of-team-dynamics
• „Good to great: Why some companies make the leap... and others don't”, Collins, J. C. (2001), Random House.
• „Productivity challenges of Introverts and Extroverts”; Available at: https://theproductivewoman.com/productivity-challengesintroverts-extroverts-tpw104/
• „Quiet: The power of introverts in a world that can't stop talking”, Cain, S. (2013), Broadway Books.
• „The Essential Leadership Skills for Global Managers”, Fooyin University, Szu-Fang Chuang; Available at:
http://www.ufhrd.co.uk/wordpress/wp-content/uploads/2009/07/3-10-refereed-paper.pdf/
• „The Hidden Advantages of Quiet Bosses”, Grant, A. M., Gino, F., & Hofmann, D. A. (2010), Harvard Business Review, 88(12),
28.
• „The introverted leader: Building on your quiet strength”, Kahnweiler, J. B. (2009), Berrett-Koehler Publishers.
• „What is a global leader?”, Harvard Business Review; Available at: https://hbr.org/2003/08/what-is-a-global-manager
• „Why Introverts Make Great Leaders”, HubSpot; Available at: https://blog.hubspot.com/marketing/introverts-leadershiplessons#sm.000014k7amqn67ebex1c40plnsfq4