Abstract:

This paper challenges the traditional assumption that the ideal leader, particularly at senior levels, is extroverted, self-promoting, highly visible, and skilled at networking. We argue that introverts contribute equally valuable leadership qualities, including depth, substance, and long-term impact. Despite this, narrow leadership criteria and biased organizational systems often create career ceilings for introverts. We advocate for fixing the system rather than fixing the introvert. By recognizing introverts’ unique strengths and designing environments to support them, organizations can enable them to thrive and contribute fully. This approach moves beyond typical Diversity, Equity, and Inclusion initiatives that focus on representation rather than fostering environments where personality differences can flourish. Introversion has been underexplored in leadership research, despite its potential to enhance organizational outcomes. We address this gap by examining the challenges introverts face and by developing a practical, evidence-based toolkit to support their leadership success. Our paper focuses on three areas: how introverts are disadvantaged in work and leadership, the unique contributions they bring, and strategies for leaders to create inclusive environments. This work offers actionable insights for dismantling the introvert career ceiling and maximizing personality diversity in leadership.

Please choose your submission type: Full Paper

Primary Track: Organisational Psychology

Keywords: Employee Attitudes and Motivations   ;Workplace Mentoring, Coaching, and Counselling   ;Management Development   ;Individual differences in organisations    ;Critical perspectives in organisational psychology   

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Dr. Nilupama Wijewardena