"What Grant and his colleagues found was a simple inverse relationship:"

"When employees are proactive, introverted managers lead them to earn higher profits. When employees are not proactive, extraverted managers lead them to higher profits."

"“These proactive behaviors are especially important in a dynamic and uncertain economy, but because extraverted leaders like to be the center of attention, they tend to be threatened by employee proactivity,”"

"Pairing an extraverted leader with a proactive team, he says, can hurt, not just hinder, the company’s effectiveness."

"In fact, the personality conflicts can lead to a power struggle within an organization, openly pitting leaders against employees."

"Such situations would “be much more likely to lead employees to challenge, and leaders to feel threatened,” a situation known as “status uncertainty,” according to Grant."

"Whereas the introverted leader, with less of a concern for position, status and power — and a willingness to spend more time listening and less time talking — is likely to quietly process the ideas that come up."

"That leader is worrying less about the ego or image implications of employees taking charge and introducing ideas.”"

"We want to feel, at the end of the day, like our ideas are valued and our contributions are appreciated.”"

"The difference, Grant and his researchers found, was in the pairing of leaders and employees."

"“It shows that introverted and extraverted leadership styles can be equally effective, but with different groups of employees,”"

"One is that extraverts are often perceived as more effective because of a “halo effect.”"

"“but there is real value in a leader being more reserved, quieter, in some cases silent, in order to create space for employees to enter the dialogue.”"

"He worked with the CEO of one Fortune 500 company who has a policy of silence for the first 15 minutes of meetings."

"“One of the strongest predictors of proactivity is a sense of responsibility for the larger team or department or organization. When employees feel like they are responsible for a larger unit, they are much more likely to broaden their roles beyond their specific individual job descriptions.”"

"Grant suggests that once prospective team members have the required skills and expertise, leaders can explicitly look at personality in making the final selection"