Examples of introverted leadership in the book begin at Harvard where the expectation is extroversion and social connection and where an introverted style is seen as a weakness. One student, Don, wonders, "When does publicly disagreeing with a classmate constitute healthy debate and when does it seem competitive and judgmental?" Professors take it personally if a student in class is reticent or fail to speak up in class. Don notices that in China the social norm is listening, asking questions, and putting others' needs first. This style fits Don and he notices his ideas are heard and acted upon more often in this type of culture. Research is cited that indicates in America we tend to listen to and follow the ideas of extroverts only. Extroverted leaders are off base about 50% of the time in their decisions, and yet introverted individuals are generally not followed. "The opinion of the most dynamic or talkative person prevailed to the detriment of all."
The army has a name for this phenomenon-"the bus to Abilene." This is the tendency for people to follow those who initiate action-any action.
The book mentions that some of the top performing companies were led by "Level 5 Leaders" who led with extreme humility. These leaders took themselves out of the discussion. This allowed staff to develop a shared leadership. Some of the most humble leaders "never stopped trying to become qualified for the job."
I look forward to continuing this book and it makes me wonder if our government, schools and companies could be more effective if we look past the most talkative member of the team and hear the ideas of all. There is so much room to grow and create inclusive groups who value ideas from all.