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When we think about great leaders, we often imagine individuals who gravitate toward the spotlight. But as it turns out, some of the best leaders dedicate themselves to helping others shine.
The U.S. women’s soccer team’s historic World Cup win in 1999 is a perfect example of the power of quiet leadership. Speaking with the Knowledge at Wharton podcast, Sam Walker, author of “The Captain Class: The Hidden Force that Creates the World’s Greatest Teams,” explained that then-captain Carla Overbeck was not a star. She didn’t do anything flashy and didn’t want individual accolades. In fact, after winning the World Cup, when the rest of the team celebrated and made publicity appearances, Overbeck went home to do laundry. “She led from the back and allowed everybody else to shine, and that was the force that drove that team,” said Walker. “[E]veryone understood that her leadership was genuine and that she put the team first, above everything else.”
It’s human nature to be drawn to a charismatic leader. Studies show that we tend to view them as more likable and effective. Introversion can be a barrier to leadership—but maybe incorrectly. A growing body of research plus anecdotal evidence shows many benefits of being introverted.
Here, a closer look at the benefits of being an introvert and how to build a work environment that supports reserved professionals.
The Underrated Benefits Of Being Introverted
People often think that introversion and shyness are interchangeable, but whereas shyness is about anxiety surrounding social situations, introversion is about how you recharge your battery. As Susan Cain, author of “Quiet: The Power of Introverts in a World That Can’t Stop Talking,” explains, introverted people get their psychic energy from quiet reflection and solitude.
Whereas an introverted leader might seem aloof, or the opposite of a people-person, Cain notes that introverts like people just as much as extroverts do. They care about people just as deeply but prefer smaller crowds and some solitude. Which would you prefer: a leader who’s the life of the party, or one who generally cares about you?
Alone time may be necessary for introverted leaders to make better, more reasoned decisions. That’s the case for Gen. Charles C. Krulak, an introvert and former Marine commandant, who said he steps back before making decisions, excusing himself from meetings to consider his options in solitude.
Research shows that empathetic leaders have more innovative and engaged teams, and higher retention, among many benefits. Being an introverted leader can ultimately benefit your company’s bottom line, especially if your employees are motivated to share their ideas. Looking at a United States pizza delivery company, researchers found that in franchises where employees tended to offer ideas, extroverted leadership was associated with 14% lower profits.
Introverted leaders are acutely receptive to new ideas and that’s always good for business.
How To Promote And Embrace Quiet Leadership
One of the more refreshing parts of our modern, social media-driven world is the premium on authenticity. Authenticity resonates with people, as does vulnerability—just consider Brené Brown’s “The Power of Vulnerability” Ted Talk, viewed over 64 million times. Being an introvert isn’t as taboo as it used to be. People share their introversion, loud and proud. Consider the Introvert channel on TikTok, which has over 210 million views.
The takeaway?
If you’re an introverted leader, don’t pretend to be something you’re not—bolder, louder, more talkative. Don’t force yourself to be a social extrovert if it drains your energy.
Speaking with the HBR On Leadership podcast, author and former clinical psychologist Alice Boyes was asked what people can do to support shyer colleagues. She recommended, rather than encouraging them to change, helping them to see their strengths—if they’re thoughtful or sensitive, for example.
Leaders can also use empathetic inner voices with themselves, focusing on natural traits that are more important than being loud and outspoken.
Boyes also recommends acknowledging feelings of shyness when they come up. This will help to remove the shame element, which becomes a self-fulfilling prophecy—we’re nervous about feeling shy, then we’re shy during the Q&A, and then we feel ashamed. The next time, the cycle repeats. Instead, if we try to acknowledge what’s going on, we’re more likely to ease the anxiety for ourselves and whomever we’re speaking with. This also sets a strong example for colleagues.
Being shy or introverted is generally accepted, but it’s still a maligned trait for leaders. But when we share our authentic selves, others feel more comfortable doing the same. We can work in ways that correspond with our innate temperament and conserve energy for stuff that matters. We can appreciate our and others’ underrated qualities, like being a superb listener or thoughtful decision maker. And once we accept our introverted selves, it can become a leadership superpower.
You don't have to be the loudest to lead.
