Analyzing Effective Leaders: Why Extraverts Are Not Always the Most Successful Bosses


Hatched by Glasp

Jul 20, 2023

4 min read


Analyzing Effective Leaders: Why Extraverts Are Not Always the Most Successful Bosses

In the world of leadership, extraverts have often been hailed as the most successful bosses. Their outgoing nature, ability to command attention, and charisma seem to make them the ideal leaders. However, recent research conducted by Adam Grant and his colleagues has challenged this notion. Grant discovered that when employees are proactive, introverted managers actually lead them to earn higher profits. On the other hand, when employees are not proactive, extraverted managers lead to higher profits.

This inverse relationship between leadership style and employee proactivity sheds light on important insights about effective leadership. Grant explains that extraverted leaders tend to be threatened by employee proactivity because they like to be the center of attention. This can lead to power struggles and a situation known as "status uncertainty" within the organization. In contrast, introverted leaders are more willing to listen and spend less time talking, allowing them to quietly process the ideas that come up.

But how do introverted leaders influence subordinates or other people? It seems not by authority or status. And what if subordinates look down upon you as the leader? Grant suggests that introverted leaders influence others through creating an environment where ideas are valued and contributions are appreciated. Rather than relying on their position or status, introverted leaders focus on fostering a sense of responsibility in their employees for the larger team or organization. This sense of responsibility motivates employees to broaden their roles beyond their specific job descriptions.

Grant's research also emphasizes the importance of pairing leaders with suitable employees. While extraverted leadership styles can be effective with non-proactive employees, introverted leadership styles are more effective with proactive employees. This highlights the need for leaders to consider the personality traits and behaviors of their employees when determining their leadership approach.

How Scale Changes a Manager's Responsibilities

As a company grows and reaches a certain size, the responsibilities of managers and leaders also change. Founding leaders face the realization that they can no longer be plugged into every aspect of the business. At this stage, it becomes crucial to empower other leaders within the organization.

When a company approaches 100 employees, the founding CEO must learn to let go and allow their managers to take the lead. This shift is essential for operating at scale and gaining the confidence of investors and board members. However, there are two areas where CEOs often struggle as their companies grow: hiring and people management.

In the early stages of a company, the founding CEO should stay closely involved in the hiring process. This involvement ensures that the right talents are brought into the organization. As the company reaches 50 to 100 employees, the CEO's role transitions to guiding and mentoring the team through the decision-making process. It is important to establish clear guidelines for hiring decisions and trust the team to make the right choices.

Once the company surpasses 100 employees, it is crucial to let go and allow the team to make their own decisions. This requires setting clear guidelines for the team and empowering them to make the right calls for their respective teams' needs. Investing in people experts, such as human resources managers and experienced recruiters, early on can save time and money as the company scales.

Furthermore, as the company grows, the CEO must shift their focus from micromanaging product details to articulating the company's vision and product guardrails. Trusting the product team and empowering them to make decisions based on the high-level roadmap is essential for scalability.

Throughout the scaling process, attention should be paid to the company's DNA and cross-team dynamics. Ensuring that early hires align with the company's growth and addressing any issues between teams is crucial for maintaining a healthy and productive work environment.

In terms of compensation and incentives, it is important to be thoughtful and fair. Haphazardly compensating new hires or constantly bumping up salaries can create the need for recalibration down the road. Employees are driven by the work they do, the people they work with, and fair compensation.

Lastly, leaders must be aware of the human impact of hypergrowth. Scaling at a rapid pace can lead to burnout and poor performance among employees. It is essential to prioritize the well-being of employees and ensure they have the support and resources they need to thrive.

Actionable Advice:

  • 1. Understand the needs of your employees: Recognize that different employees may respond better to different leadership styles. Consider their level of proactivity and tailor your approach accordingly.
  • 2. Empower and trust your managers: As your company grows, empower your managers to take the lead and make decisions. Trust their expertise and set clear guidelines to ensure consistency.
  • 3. Prioritize employee well-being: Scaling at a rapid pace can put a strain on employees. Take the time to prioritize their well-being and provide the necessary support and resources for them to thrive.

In conclusion, effective leadership goes beyond extraversion or introversion. It involves understanding the needs of employees, empowering and trusting managers, and prioritizing employee well-being. By considering these factors and adapting leadership styles accordingly, leaders can create a productive and successful work environment as their companies scale.

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