It’s very common to hear people saying one group is better than another group in all sorts of examples, which are based on some sort of binary characteristic.

I recently listened to a radio programme, aimed at an audience of businesspeople. and the panel of experts discussed the question, ‘Who make better leaders, extroverts or introverts?’

They spent thirty minutes talking through the options and didn’t make any serious conclusion. The reason for this, in my humble opinion, is because it was an absurd question.

If we consider the question, we need to define the two personality types. Reasonable definitions can be as follows:

 An extrovert is typically described as someone who is energised by social interaction, enjoys being around others, and feels comfortable expressing themselves in group settings. They are often seen as outgoing, talkative, and sociable.

 

An introvert, on the other hand, is generally characterised as someone who feels more energised by spending time alone or in quieter environments. Introverts tend to prefer deep, meaningful conversations over large gatherings and may require time alone to recharge after social activities.

If we can agree on these definitions, or something similar, we need to agree on the characteristics of a good business leader. These characteristics can be agreed by a reasonable person to be something like as follows:

Emotional Intelligence

Understands and manages emotions effectively.
  Demonstrates empathy and builds strong relationships.

Excellent Communicator

Communicates clearly, confidently, and inclusively.

Listens actively and provides constructive feedback.

Decisive and Accountable

Makes sound, timely decisions.

Takes responsibility for outcomes and learns from mistakes.

Adaptable and Resilient

Remains calm and flexible under pressure.

Embraces change and guides others through uncertainty.

 Empowering

Delegates effectively and trusts the team.

Develops others’ skills and confidence.

Strategic Thinker

Balances short-term goals with long-term vision.

Uses analysis and evidence to inform decisions.

Inclusive

Values diversity and promotes equal opportunity.

Creates an environment where everyone feels respected and heard.

Committed to Learning

Seeks feedback and continuous improvement.

Shows humility and openness.

If we think about teams and the most suitable leader, we can imagine a couple of different scenarios.

 #First we can think about an experienced group of people, well qualified in their individual roles and responsibilities, delivering a task for which they are familiar and have successfully delivered in the past. I would argue they need some form of relative ‘hands-off leadership’.

The alternative scenario would be a team full of new and inexperienced colleagues tackling a challenge that is new and to which they haven’t been exposed before. I suggest they need quite close supervision and frequent support, very ‘hands-on’ direction.

These two situations would require a very different level of leadership, demonstrating that leadership is very variable, depending on the needs and the task. To suggest that one personality style would be ideal and another unfitting is ridiculous. 

There are innumerable similar examples on social media, such as LinkedIn, where people suggest that the issue they describe is binary, one versus another.

This includes playing one group against another, such as by gender, ethnicity, age, sexual orientation and even various forms of ability/disability.

These are all ridiculous because no group is unique; not all of a group are the same. We read people claiming attributes unique to a group which exist exclusively in one group and are absent, exclusively, in the other group. 

The notion of framing complex human qualities and abilities as binary opposites is fundamentally flawed.

Leadership, like most human attributes, is situational and multifaceted, shaped by context, experience, and individual strengths rather than by simplistic personality labels such as “introvert” or “extrovert”.

Effective leadership depends on adaptability, emotional intelligence, and self-awareness, qualities that can be found across all personality types.

Extending this logic, attempts to divide people into opposing groups based on gender, ethnicity, age, or other characteristics are equally nonsensical.

Human capability cannot be reduced to “either/or” categories; it exists on a spectrum, and diversity in thought, style, and approach is what truly drives success and progress.


Ian Garner is a retired Fellow of the Chartered Management Institute (FCMI) and the Institute of Directors (FIoD).

Ian is a board member of Maggie’s Yorkshire. Maggie’s provides emotional and practical cancer support and information in centres across the UK and online, with their centre in Leeds based at St James’s Hospital.

He is the founder and director of Practical Solutions Management, a strategic consulting practice, and is skilled in developing strategy and providing strategic direction, specialising in business growth and leadership.