For a dynamic team, introverts and extroverts working together can forge a successful business (Canberra Times, March 6, 2014).
In
2006 a Harvard Business Review study revealed that 65% of senior corporate
executives said introversion was a barrier to leadership. The Canberra Times
reports that new research shows introverts can be just as effective as leaders
in the workplace, even though extroverts are more likely to be attracted to,
and selected for, leadership roles.
Often
the best teams combine extroverts and introverts, as well as ambiverts (people
who don’t exhibit extremes of the personality scale – they have introvert and
extrovert qualities). All personality types that complement each other in the
workplace, especially if each type works to their strengths, can make a strong
and effective team, rather than a group of strong individuals.
Both
introverts and extroverts have skills that can enhance a team, as well as
individual disadvantages. For example, the Canberra Times article mentions the
disadvantages of an introvert as: less likely to network in large groups and
more likely to take longer to make decisions - and the disadvantages of an
extrovert as: more likely to talk too much and less likely to take action.
However, the strengths of each are: Introverts – a natural carefulness, more
inclined to research, good listeners, and often provide insightful solutions to
problems; Extroverts – confident in large groups and public speaking, easily
engage in networking, and actively encourage others to win them over.
Effective
teamwork means: (1) individuals understand their own and each other’s
strengths, independence and interdependence; (2) each person is committed to
quality outputs and outcomes through their unique talents that come together
through participation, cooperation, tolerance, and respect; (3) each person is
free to express opinions and each contribution is valued; (4) individuals are
trusted with responsibility and trust the goals and motives of the team; (5)
individuals learn from each other and are not afraid to ask questions or fear
failure; (6) individuals solve problems and challenges creatively and
constructively; and (7) leaders exude confidence and a shared purpose.
MARTINA NICOLLS is an international
aid and development consultant, and the author of:- The Shortness of
Life: A Mongolian Lament (2015), Liberia’s Deadest Ends (2012), Bardot’s Comet
(2011), Kashmir on a Knife-Edge (2010) and The Sudan Curse (2009).
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