The Introverted Nurse Leader

By Rose O. Sherman, EdD, RN, FAAN

“Introverts living under the Extroversion Ideal are like women in a man’s world, discounted because of a trait that goes to the core of who they are. Extroversion is an enormously appealing personality style, but we’ve turned it into an oppressive standard to which most of us feel we must conform” Susan Cain

One of my students recently told me that she was not sure she “had the right personality” for leadership. She described herself as being somewhat quiet and reflective. “I worry that staff look for leaders who are more extroverted and talkative”. I was impressed that this student understood herself well enough to be asking this important question. In the United States, we tend to value extroversion and often view it as a key leadership quality. Susan Cain is the author of a new book, Quiet: The Power of Introverts in a World That Can’t Stop Talking. She contends that introverts are often more creative and careful in their approach to managing problems and risks. Introverts provide important balance in organizations, and there is a need for both introverted and extroverted leaders.

Introversion versus Extroversion

The terms introversion and extroversion to describe dimensions of personality were first introduced by the psychiatrist, Carl Jung. Extroversion is described in wikipedia as “the act, state, or habit of being predominantly concerned with and obtaining gratification from what is outside the self”. Extroverts draw energy from being with others, and are prone to boredom when they are by themselves. By contrast, Introversion is “the state of or tendency toward being predominantly concerned with and interested in one’s own mental life” Introverts draw energy from being in quiet reflection and lose energy when interacting with large groups of people. These dimensions of personality are thought be on a continuum with some individuals being extremely extroverted, some in the middle and some very introverted. It can be very difficult for extroverts to understand introverts, and their need to spend time alone.

Strengths of Introverted Leaders

Although extroversion has historically been thought to be important in leadership, there are those that argue that today’s workplace and workforce are better served by more introverted leaders with high degrees of emotional intelligence. David Rock, in his book, Quiet Leadership: Six Steps to Transforming Performance at Work, cites recent neuroscience research that argues effective leaders should focus on mentoring, empowering and developing people, behaviors that are more consistent with introverts than extroverts. Introversion does not mean that a leader is shy, fearful or unable to take action. Rather it is a way of processing the world and information. Some strengths of introverts include the following:

They think first and talk later.
They focus on depth rather than superficiality
They exude calm
They are comfortable with the written word
They are more inclined to empower employees

Avoiding the Pitfalls of Being an Introverted Leader

Introverted leaders have great strengths but also have some weaknesses that can be pitfalls in a nursing leadership position. The need for solitude can lead staff to think that they are aloof, arrogant and even unfriendly. Although it may be difficult for the introverted leader, it is important to get out of the office and interact with staff, families and peers. Introverted leaders often find social events draining and avoid attending them. It is important to push yourself to go even for short periods of time. Because introverts relish privacy, introverted leaders need to work harder to help people to know who they are.

Introverted nurses can and do make great nurse leaders. One of the best nurse leaders that I know is very introverted. She readily shares this tendency with her staff, and even jokes about her occasional need for solitude as she leaves social events. She offers excellent guidance for introverted nurse leaders – know who you are, be honest with others but push yourself outside your comfort zone when it is important.

Read to Lead

Cain, S. (2012). Quiet: The Power of Introverts in a World That Can’t Stop Talking. New York: Crown Publishers.

Rock, D. (2007). Quiet Leadership: Six Steps to Transforming Performance at Work. New York: Harper Books

Williams, R. Why it’s Time for Quiet, Introverted Leaders. Psychology Today Blog, May 25th, 2012.