The concepts of introversion and extroversion that we see in business headlines today have a long history.
These concepts originated in 1921 with Carl Jung. Introversion and extroversion entered business discussions when they were included in the Myers-Briggs Type Indicator (MBTI). First published in 1962, the MBTI intended to improve individuals’ abilities to work together toward a greater good by giving them a better understanding of themselves and those around them.
Despite the prevalence and popularity of these concepts, there are a few common misconceptions about them. In everyday rhetoric, these two aspects are frequently discussed as opposites, or different sides to a coin. In actuality, these concepts were established as points along a continuum. According to how introversion and extroversion were first conceived and used in personality tests, most people will not exhibit only elements of one concept but some aspects of both. Some individuals will exhibit strong introversion or extraversion tendencies. However, most people who test as introverts will also have preferences and aspects of their personality that look like those we expect in extraverts and vice versa.
Look at the history of labor, and you will see that there was once a great preference for workers who exhibited strong introverted tendencies. As the world entered the twentieth century, the culture we worked and lived in shifted. Before urbanization, individuals with serious, quiet personalities along the introverted side of the introversion/extroversion spectrum were valued. However, as life shifted toward cities and work toward industrialization and intense capitalism, individuals with introverted characteristics became increasingly valued (Cain, 2013). As businesses moved increasingly into the sales and consumption of products, the ideal worker shifted from quiet, serious workers to go-getters with big personalities and the ability to motivate buyers.
There has historically been a lack of introverted individuals at the top levels of business. Until the COVID pandemic, it was normal for individuals to attempt to act like extroverts out of concern that their introversion would work against them in academia and the working world.
According to the 2015 article “A winning personality: the effects of background on personality and earnings,” extraverted people were generally expected to be more successful as they were believed to be more enthusiastic, outgoing, and assertive. Research findings concluded that extraversion did relate positively to an individual’s income as an adult. However, the research also indicated that these positive outcomes and the display of extraversion were highly related to the socioeconomic status of the individual’s parents.
Although research related to the Myers-Briggs Personality Type Indicator (MBTI) indicates that more than half of the population leans toward introversion, it has been found that less than 40 percent of US and less than 30 percent of UK business leaders and top executives are introverts. Before the pandemic, it was common advice for professionals to alter their authentic nature to court improved opportunities, higher incomes, and more prestigious jobs. Indeed, research has indicated that nine out of ten introverted people felt pressured to behave as extraverts.
It’s clear why, in pre-COVID times, many introverted individuals simply accepted common wisdom and learned to mimic extroverted behaviors. Unfortunately, as you would predict, introverts who affected a mask of extraversion in an attempt to be successful did so at the risk of their overall well-being. Research indicates that such individuals feel sad despite any gains in wealth or prestige.
Research presented by Harvard Business School’s Grant, Gino, and Hofman (2011) indicated that, despite the reality that extraverts are highly visible in a business meeting, their introverted coworkers tend to be naturally active listeners. Likewise, while the extroverted leader may ignore others’ ideas in favor of their own, introverted leaders are highly receptive to the thoughts of highly engaged coworkers.
Many of the issues introverts have faced in business historically come from a misconception of what introversion means. The lay person may assume that introverts are wallflowers and hermits who prefer solitude at all costs. However, introverts avoid small-talk and high-drama situations because they want to build a few, deep, and meaningful relationships. While their more extraverted counterparts feel energized by all levels of personal interaction, introverts can become exhausted when faced with constant superficial engagement. Interestingly, the move to working from home gave introverted workers a new way to shine in the corporate world.
While research indicates that extraverted individuals remain more likely to be placed in leadership roles than those with more introverted tendencies (Simon and Further, 2023), Purvanova, Charrlier, Reeves, and Greco (2021) shared that the business world was seeing a rise in learderhip among a novel group of individuals as work moved into virtual spaces. Yes. As the move occurred from business meetings and board rooms to Zoom calls and email, introverts found a new space where their leadership abilities began to shine.
Whether you are an introverted individual or a leader looking to improve your teams, the recent research on introversion may give you renewed ideas on how to proceed and succeed in the new work space.
Things that you will find beneficial for introverted workers include:
- Building downtime and moments of solitude into the busy workday. Those with introverted tendencies will be more energetic and productive if planned moments for quiet are a normal aspect of the day.
- Use technology to your advantage. Introverts are more apt to share in virtual meetings than they are in shared physical spaces. Combining Zoom calls and in-office meetings can support introverted individuals in sharing ideas they may otherwise never share. Using email for responses to issues and questions will also allow for improved performance from introverted individuals. Many introverts prefer to write their thoughts, this gives them time to develop and convey their thoughts fully.
- Reward introverts’ successes publicly. Although introverts may share their ideas privately, making the rewards for their efforts public will help stabilize and improve your team. Public recognition allows the often overlooked introvert to feel valued and shows others that your organization is a safe place that values their introverted tendencies. You may be surprised by the outcomes when you incorporate introverts actively into the corporate team.
