The,Isolated,Leader,amp,#58,Ex business, insurance The Isolated Leader: Extraverted and Introverted Sty
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When an executive moves up the hierarchal ladder in theorganization, the promotion is often accompanied by anincreasing sense of isolation and loneliness. Goleman,Boyatzis and McKee coined the phrase CEO disease todescribe the isolation of top executives in their bookPrimal Leadership. It refers to an information vacuumaround leaders, created when people withhold important andsometimes unpleasant information.Life is indeed lonely at the top. People may appear morereluctant to share information, staff members may be lessforthcoming about emerging issues, and colleagues dontengage as openly in dialogue. As executives struggle to makesense of this loneliness, it is important to understand howthe personality preferences for extraversion andintroversion contribute to a leaders isolation.The psychiatrist, Carl Jung, observed that people have apreference for introversion or extraversion. Extravertsprefer to direct their energy to and draw energy from theexternal world whereas introverts prefer to direct theirenergy to and draw energy from the internal world. Eachpreference has its own strengths and pitfalls, which playout in communication styles and habits.Extraverted leaders are drawn to interact with the externalworld and to bounce ideas off people. They tend to makequick decisions and move into action, sometimes beforeenough time for reflection and analysis. They often thinkout loud, and share ideas without forethought. Thus, thereis more transparency with extraverts - what you see is whatyou get.They like to bring people together to explore issues.However, the extraverted executive may overwhelm andintimidate people, push ideas prematurely, andunintentionally reveal confidences. When ideas are leaked ortaken as decisions rather than mere brainstormingpossibilities, the executive feels betrayed. The extravertmay then stop sharing information and self-impose a cautiousisolation.Introverted leaders, on the other hand, may continue toreflect when it is time for action and their preference forinternal processing may exclude others. Furthermore, theircommunication style is often more indirect so that othersdont always understand whats most important to them, andthey are often perceived as hard to read.While introverts seek out solitary time in order to processinternally, whether gathering information or reflecting,this may cause others to perceive them as aloof, distant,unapproachable and even arrogant. The introverted executivetypically develops strategies for creating solitude even inthe midst of busy organizational life. Thus, appointmentsmay be difficult to get, meetings may be highly structuredand organized, and there may be little room for spontaneoussharing and brainstorming.Both types of leaders can become isolated through externallycreated conditions or self-imposed ones. They either movetoward isolation because their colleagues and staff pullaway, or they remove themselves from the interactive fieldwhen problems arise.With self-awareness, feedback, and coaching, both types canlearn to balance out their natural styles. The introvertedleader can learn to involve others and to share informationmore frequently. The extraverted leader can learn how tocontinue to work with others without the dangers inherent insharing information prematurely or dominating theconversation and missing the input of the quieterintroverts.(c) Copyright 2003. Manya Arond-Thomas, all rights reserved.
The,Isolated,Leader,amp,#58,Ex