Annexure-V- Cover Page for Academic Tasks

Course Code: MGN 572 Course Title: Individual Dynamics and Leadership

Course Instructor: Mrs. Navpreet Kaur

Academic Task No.: CA-2

Date of Allotment: 05-08-2020 Date of submission: 11-09-2020

Student’s Roll no: RQ1948A17 Student’s Reg. no: 11600910

Evaluation Parameters

Declaration:

I declare that this Assignment is my individual work. I have not copied it from any other student ‟s
work or from any other source except where due acknowledgement is made explicitly in the text,
nor has any part been written for me by any other person.

Evaluator’scomments (For Instructor’s use only)

General Observations Suggestions for Improvement Best part of assignment

Evaluator’s Signature and Date:

Marks Obtained: Max. Marks: _________________

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 Leadership from an Introvert’s Perspective
Case study is on the personality and the leadership traits of Introverts, compared with extroverts.
Generally, as discussed in the case study. Leader is someone who is extroverted person having
some social presence, where the introverts are shy and reserved.

In this case study there is a mere comparison between the both with the examples from the real-
world corporate leaders.

Introduction to the case study:

Extroverted leaders could be better off than introverts in one-on-one interactions, empathy, and
strategic decision-making. Mike Duke, CEO of Wal-Mart Stores, is typically low-key and
reserved, but has used his strong introvert abilities to preserve the dominant position of the retail
giant. Google co-founder Larry Page is well known for cultivating a minimal number of close
friendships and being an excellent partner.

Summary of the case study:

Extroverted leaders can be better than introverts at one-on-one interactions, empathy, and
deliberate decision making. Wal-Mart Stores CEO Mike Duke is famously low-key and reserved,
but he has utilized his natural introvert skills to maintain the retail giant's dominant market
position. Google co-founder Larry Page is well known for developing a small number of close
relationships and being an excellent listener. Colgate-Palmolive chief Ian Cook might feel
uncomfortable in front of large groups of people he doesn't know, but has learned to partner with
more extrovert colleagues for presentations to offset his natural shyness.

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Analysis Part of the case study:

1. This case suggests that introverts may be more successful leaders than extroverts in some types
of situations.

2. The problem that extroverts may have in leadership positions is that they seek social superiority
over a group of people and may lack communication skills with those they work with and try to
lead. According to the situation, introverts appear to show more compassion and find one-on-one
interactions supportive. This, in turn, leads to a more competitive rate for the performance of tasks
and assignments.

Advantages of being an Extrovert:

 You're comfortable in social situations.

 Extroverts don't have a problem jumping into a group of people and making immediate
connections, and even friendships.
 This serves as a powerful asset in work situations, especially if the job requires meeting
new clients or customers on a regular basis.
 You tend to make decisions quickly.
 Rapid decision-making is necessary in many business situations.
 Most extroverts find it relatively easy to make such decisions with little delay.
 In fact, it can bother them when decisions aren't made quickly.
 You have the inherent advantage of being viewed as an effective leader by virtue of your
personality.
 Basically, in the culture at large, people assume extroverts are better leaders.
 It's a social bias, and there's nothing inherently wrong with this perception insofar as it's
true.
 The fact is, however, one's leadership ability does not depend upon their introversion or
extroversion.
 You can use passion and personality as a leadership tool.
 Some leaders may benefit from their experience, knowledge, or training.
 These traits allow them to have a high degree of recognition and presence in a workplace.

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Disadvantages of Being an Extrovert:

 You may accidentally overlook the needs and work style of introverts.
 Introverts and extroverts have widely varying social needs.
 Since extroverts tend to gain energy from being around people, they may be more likely to
call more meetings, ask for more huddles, get into more lively discussions, and encourage
more brainstorming sessions.
 Instead of getting an energy buzz or creative inspiration from a "brainstorming session,"
they might simply close up and tune out.
 Introverts gain their energy from quiet reflection, small group meetings, or time spent
alone.
 Introverts may function well as remote workers, getting more done and achieving greater
success due to time spent alone.
 Extroverts may not be aware that people function this way and may tend to overlook the
advantages of remote work.
 You may find it difficult to accept input or involvement from others in meetings and group
discussions.
 Extroverts are often great talkers.
 In a group setting, it's easy to get carried away and just keep on talking.

Advantages of Being an Introvert:

 You're more likely to listen to and respond to feedback from team members.
 Introverts tend to listen better than extroverts.
 This penchant for listening makes them more approachable.
 When they hear good suggestions and feedback, they're also more likely to respond to it,
making the appropriate changes.
 Team members are more likely to form strong loyalties to you.
 Introverts aren't social isolates.
 Rather, they're selective about the people they allow into their circle of trust.
 In a work situation, introvert leaders create strong social connections with their employees.

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  This plays to their advantage when they assign tasks or ask team members to rise to
challenges.
 You're able to get a lot of actual work done.
 While extroverts may be highly productive from a social perspective, they might find it
difficult to shut the door, put their head down, and get to work.
 This social awareness gives them a greater level of insight and may even allow them to
serve as an arbitrator between team members who are having a conflict.

Disadvantages of Being an Introvert:

 You must work against a cultural bias that sees introverts as less capable leaders.
 The recent spate of articles and books discussing the "introvert advantage" is making room
for a wider cultural acceptance of introverted leaders.
 You may be tired after a single meeting.
 Introverts are drained by social situations.
 Even something as commonplace as a 1-hour meeting can flatten them.
 To recharge, they may need to spend the remainder of the day, or at least an hour or 2,
alone.
 You may find it difficult to speak up or present your ideas in a forthright way.
 Introverts tend to talk less and listen more. Often, this is an advantage.

Solution of the case study:

Introversion or extroversion is not a matter of better or worse. Various forms of personality have
different strengths and weaknesses depending on the situation. Being conscious of your form of
personality will help you develop as a leader. Introverts are more inclined to behave in a certain
manner, although this may not always be the case.

Extroverts don't have a problem jumping into a group of people and making immediate
connections. Extroverts tend to possess a greater range of passionate behavior. One's leadership
ability does not depend upon their introversion or extroversion. Some leaders may benefit from
their experience, knowledge, or training. extroverts can use passion and personality as a leadership
tool. The Wharton article explains how introverts can benefit from a leader's passion, personality.

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Both introverts and extroverts have unique advantages and disadvantages. It's important to keep in
mind that your introversion or extroversion is not an all-or-nothing affair. Anywhere from 50-74%
of the population is probably extroverted, according to researchers.

There is no specific best way to approach a team, and your introversion or extroversion does not
make or break your leadership ability.

What matters is how you react to your style of personality. Playing on your strengths and adjusting
with your weaknesses will help you become a leader that your team will aspire for.

Questions

1. Are you more of an introverted or extraverted leader? What can you do to leverage your
personality to be a more effective leader?

Ans: I will certainly consider myself an ambivert leader. I find myself taking the lead with a group
of people and carrying out activities in a timely manner. My ability to make it run efficiently usually
contributes to the neglect of minor data. I'm going to take the time to have one-on-one
conversations and focus directly on my communication skills.

2. Under what conditions do you think extraverts make more effective leaders than introverts?
What unique abilities of introverts could make them more effective in some situations?
Ans:

(a) Extroverts can make a leader more successful than introverts in the retail store. They will have
the ability to lead the community of other sales people with their confidence and great people and
social skills. The other workers will see firsthand and appreciate how to make a better sale as an
extrovert.

(b) According to the situation, introverts appear to show more empathy and find one-on-one
interactions helpful. This, in turn, leads to a more successful rate for the effectiveness of tasks and
assignments. In a smaller group of people, introverts will be better at achieving good results by
working on micro-management with others rather than not knowing anything about everyone's
assignments.

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3. The case describes some problems introverts might have in leadership situations. What
techniques might they employ to help them overcome these?
Ans: As the case has already described, an introvert personality can become shy and
uncomfortable working with strong-minded and socially confident people like many extroverts. A
strategy that may be helpful in helping to solve this issue is to provide a clear and powerful voice
for the benefit and participation of others. From there, you will express a sense of greater
confidence and will be able to leap straight into any situation and take care of any suggestions or
feedback that might arise.
4. What types of developmental experiences do you think would be especially valuable for
introverted leaders?
Ans Communication and leadership development is essential for all introverts. Present an
opportunity for "quiet ones" to engage in programmes such as trainings or other courses that
include practical practice in public speaking and leadership skills taught in a healthy learning
atmosphere.
References:

1.https://medium.com/@raybwilliams/why-introverts-may-be-better-leaders-for-our-times-
c25a52f3b614#:~:text=Harvard%20Business%20Review%20research%20has,a%20company's
%20long%2Dterm%20success.

2. https://getlighthouse.com/blog/introverted-leadership-make-you_great-manager/

3. https://thehustle.co/why-introverts-make-great-leaders/

4. https://www.riskology.co/5-leadership-challenges/

5. https://www.quietrev.com/the-introverts-guide-to-leadership-presence/

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