Select Page

Leaders are often thought of loud and bombastic extroverts who tend to dominate the conversations of an office setting. While this may true in some cases, there are plenty of instances where an rather introverted individual has proved themselves to be a highly effective leader. But what traits of an introvert make them a good leader? The following characteristics are more common than you may think:

  • Use Self Reflection And Then Stick To The Plan
  • Embracing Your Softer Side
  • Balancing Your Strong And Weak Traits
  • You Can Better Understand Your Employees

 

Use Self Reflection And Then Stick To The Plan

As an introvert, those in a leadership role frequently find themselves taking plenty of time to deliberate an important topic. The key to this however is sticking to your final decision once it’s been made. They know they’ve thought about it long and hard and need to hit the ground running the next day.

 

Embracing Your Softer Side

Leaders who are more introverted tend to be more open to ideas that may oppose their own. This can be a highly beneficial trait especially in a diverse office setting where someone from a very different background may have an incredible idea that a more extroverted person may have brushed off in lieu of their own idea.

 

Balancing Your Strong And Weak Traits

No leader is either entirely an introvert or entirely an extrovert. An introverted leader still has a few extroverted qualities. The best leaders are those who are able to draw from their strengths on both sides of this spectrum depending on the situation at hand. No two business decisions are the same and thus it is at the discretion of the leader to make that call.

 

You Can Better Understand Your Employees

Introverted leaders have long shown that they can better empathize with their employees. Employees that feel understood by their employer are far more likely to go above and beyond the call of duty in the office. It should be noted however that leaders should never allow themselves to be walked on or feel the need to take on additional work from employees if they do not feel it is absolutely necessary.