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Extraversion Vs Introversion In The Workplace – Is It Really Relevant?

There has been a vast amount of research conducted over the last century in an attempt to better understand personality, and a large portion has been specifically focused on trying to establish which personality traits can be considered reliable predictors of behaviour, and in turn whether this information can be measured accurately and then used to predict the success of the individual in the workplace. Understanding personality has become the key to unlocking elusive human qualities such as leadership, motivation and empathy when focusing on self-development as well as become a crucial ingredient in the on-going task of managing people. As a result dozens and dozens of personality questionnaires have been developed with different specific outcomes in mind, but with the same theme underpinning each one. Whether you take the MBTI, the NEO, the 16PF or the 15FQ+, the OPQ or the BTI, the outcome will be an overview of the common traits that one reports as their preference or likely inclination. 

Developing an understanding of personality types and traits, as well as thinking styles is a powerful way to improve one’s knowledge of oneself, and others, in the workplace and beyond. It is helpful for appreciating that while people are different, everyone has value, and everyone should be treated with care and respect. When we understand that our differences are usually personality-based and not a direct, purposeful affront towards one another, we can focus on accepting and accommodating each other with a view to functioning more effectively as a group or organisation. It is for this reason that personality assessments consistently form part of a regular assessment battery.

Take the widely told parable of the Scorpion and the Frog; A scorpion asks a frog if he can get a ride on the frog’s back across the river. The frog is dubious. “Are you kidding? You’ll sting me,” he says. The scorpion reassures him that if he were to sting the frog they’d both drown, so the frog gives in. Sure enough, halfway across the river the frog feels a sharp twinge. “Now we are both going to drown,” he cries, “What did you do that for?” “I’m a scorpion,” the scorpion replies as they sink. “It’s my nature.” 

One of the most common traits that these personality tests will attempt to measure is that of extraversion. It has been widely debated, as is evidenced through the hundreds of articles on the web alone, whether extraversion in the workplace is more closely linked to success, than introversion, and this debate is likely to continue until the end of time. However, what is possibly more important is to understand just what being extraverted or introverted really means.

Most researchers attempt to define personality by looking at traits or propensities to behave in a particular way in light of the situation. We might say that in some workplace situations, extraverts are likely to show sociability, dominance and exhibition. But it’s also important to understand that introversion isn’t the opposite of extraversion. Introverts are not antisocial but rather non-social; they are not necessarily weak or inactive but perhaps just more soft-spoken; they may be emotionally less expressive but that doesn’t mean they don’t have emotions. Research has shown that both extraversion and introversion can help in some situations and cause problems in others. 

At the same time, we should consider these traits in relation to other personality characteristics. In one approach, the Abridged Big Five Dimensional Circumplex, extraversion is combined with conscientiousness. A low-conscientious extravert could be described as gregarious, impulsive and reckless. A low-conscientious introvert might be indecisive, passive and wishy-washy. A high-conscientious introvert may be someone who is task orientated, reserved and serious while a high-conscientious extravert is considered purposeful, self-confident and enterprising. Each personality combination will lend itself differently to different work situations and while it is useful to match the correct personality ‘type’ to the job or organisation, it’s not always possible.

Is it not more beneficial than to rather understand each unique individual and embrace what they have to offer the organisation? Is it possible that through this elevated awareness of the diversity around us, we can become better managers and better colleagues and ultimately improve the effectiveness of the organisation? Isn’t it time to stop looking for the best personality type and start looking at ways to better understand what makes each of us ‘tick’?  

I firmly believe that the key to influencing people is to understand them.

Source: FM Essesntials - HR & Skills Development November 2011 Newsletter