Traditionally, leadership has been closely associated with traits such as charisma, assertiveness, and a commanding presence – often favouring the most outspoken and dynamic personalities. This emphasis on extroverted qualities can overshadow quieter, more introspective individuals, causing organisations to overlook valuable leadership talent.
According to leadership experts, this bias towards extroversion risks excluding highly capable candidates who bring different strengths to senior roles, ultimately limiting organisational potential and diversity in leadership styles.
“Over the past decades, hiring managers have come to understand how unconscious bias as it relates to immutable characteristics impact, often negatively, on hiring decisions,” says Advaita Naidoo, Africa MD at Jack Hammer, Africa’s largest executive search firm. “As a result, much action has been taken, from putting in place company policies to providing training, to ensure that these biases have as little impact as possible.”
However, Naidoo points out that one bias that remains to be recognised and accounted for is that of introvert bias. “We believe, and have seen in practice, that greater consideration must be given to the potential unique strengths that introverts can bring to leadership, and to guard against automatically favouring extroverted strengths.”
She says introverts face significant hurdles when advancing to middle and senior management, where visibility, networking, and assertive communication are often prioritised.
“The initial perception of leadership tends to favour extroverts, who naturally gravitate toward the spotlight. In interviews, for instance, extroverted candidates often build rapport quickly, creating positive first impressions that can overshadow a more reserved candidate’s qualifications, track record and potential,” explains Naidoo. “But while extroverts’ outgoing nature makes it easier for them to connect with interviewers, that doesn’t mean, or make it likely, that they’re better suited for a role.”
Introverts, often perceived as contained, aloof, or shy, may be underestimated despite having equal or greater substance.
“The quietest person in the room can be just as competent, if not more so, in terms of cognitive and relational abilities,” she says. “Yet, without awareness of introvert bias, employers risk losing talent by equating extroversion with energy or leadership potential.”
How to tap into the quiet talent well
According to Naidoo, to tap into the potential of introverted leaders, companies must address biases in hiring and promotion processes.
“This starts with ensuring interviewers recognise and mitigate unconscious bias toward extroversion. Structured interviews that focus on skills and experience, rather than personality alone, can ensure fairer evaluations,” she advises. “Additionally, organisations should create opportunities for introverts to showcase their abilities in less socially demanding settings, such as through written proposals or online collaboration tools.”
Networking opportunities should also be reimagined, she says. Hybrid or virtual events can reduce the pressure on introverts, allowing them to engage authentically. Mentorship programmes can further help introverts build social capital without forcing them into uncomfortable social scenarios.
How to pursue career progression without losing authenticity
For ambitious introverts, Naidoo stresses that it’s not about changing who you are, it’s about navigating your environment in a way that plays to your strengths.
“Introverts don’t need to become extroverts to succeed,” she says. “They can manage their challenges by finding strategies that work within their constraints, such as leveraging online platforms for networking or preparing thoroughly for interviews to showcase their expertise.”
It’s not about fixing yourself; it’s about working with who you are. “Take networking, for instance. Building social capital, which is essential for upward mobility and cross-functional collaboration, relies heavily on relationships, which extroverts often form with ease. Introverts, frequently the quietest person in the room, may find in-person networking draining or socially awkward,” she says. “A good strategy is to set manageable targets, like staying for an hour and speaking to three people, instead of dreading the entire event.”
Another issue hampering introverts is self-promotion and visibility. “Introverts often shy away from touting their achievements, feeling it’s boastful or inauthentic,” she explains. “Management roles, however, reward those who visibly demonstrate impact. When introvert contributions go unnoticed, chances for promotion are reduced.”
The strategy here could be to ensure successes are documented in written format, with concise email updates or portfolios regularly shared without verbal fanfare. “Frame self-promotion as advocacy for your team’s work, which can feel more comfortable,” she adds.
By broadening their definition of leadership to include reserved, substantive individuals, organisations can avoid missing out on leaders who bring depth and resilience to the table.
“Embracing introverted leaders is not just about fairness – it’s a strategic imperative for companies to build diverse leadership teams that drive innovation and foster trust,” concludes Naidoo. “Dismantling biases that favour extroversion opens the door to a broader talent pool, ensuring that no exceptional leader is left in the shadows, while companies grant themselves licence to fish in a greater talent pool.”
