Johnny C. Taylor Jr. answers workplace questions every week on USA TODAY. Taylor is president and CEO of SHRM, the world’s largest human resources professional organization, and author of Reset: A Leader’s Guide to Work in an Age of Upheaval.
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question: I’m an introvert and prefer quiet work and one-on-one interaction. I’ve been encouraged to pursue a supervisor role, but I’m not sure if my personality fits into the traditional mindset of a manager. Can introverts really be effective leaders? – Jordan
answer: In short, yes! Introverts can be highly effective leaders, and many already are. One of the most persistent myths in the workplace is that managers must be loud, visible, or the most vocal person in the room.
There is no single personality type that defines great leadership. Anyone who says otherwise clearly hasn’t spent much time in leadership. It’s not about how much you talk, it’s about how well you listen, how clearly you set expectations, and how consistently you follow through.
I say this from personal experience. I’m an introvert. Leadership didn’t change that, and it didn’t require me to become someone I wasn’t. What was needed was self-awareness. That means knowing how you recharge, knowing your limits, and managing your energy intentionally. Leaders who ignore this reality, especially introverts, are more likely to burn out. People who respect them tend to be successful.
Strong managers, regardless of their nature, share the same core strengths. They provide clarity. They give timely feedback. They address the problem directly. They create an environment where people know what success looks like and believe they can achieve it. None of that depends on where you fall on the introversion/extroversion spectrum. It’s all about consistency, accountability, and follow-through.
In fact, introverts often excel at one-on-one leadership, one of the most important aspects of management. Employees are more likely to open up when they feel heard rather than talked to. Quiet leaders often build trust faster because they ask thoughtful questions and listen without rushing to fill the silence.
That being said, there are demands for leadership. It requires emotional energy, decision-making under pressure, and a willingness to have uncomfortable conversations. Introverts are not given these responsibilities. The key is to learn how to manage the load. Build recovery time into your schedule. Set boundaries whenever possible. Don’t confuse availability with effectiveness.
I have learned, sometimes the hard way, that ignoring these personal needs comes at a cost. Burnout doesn’t make you a better leader. It’s important to respect your limits.
Also, if you choose to move into a management position, don’t try to take on a leadership role like everyone else. Be intentional and be yourself. Organizations don’t need a universal leadership style. They need leaders who know who they are, understand their impact, and take responsibility for how they act.
Introversion is not a hindrance to effective leadership. It’s a lack of self-awareness.
The views and opinions expressed in this column are those of the author and do not necessarily reflect those of USA TODAY.
