Introversion and extroversion are personality traits that define individuals’ preferences for social interaction and energy sources. Introverts tend to be more reserved, drawing energy from solitary activities, and often display reflective thinking. Extroverts, on the other hand, are known to thrive in social settings, gaining energy from interaction, and typically exhibit outgoing and expressive behaviour (Baxter et al, 2025). Leadership ideals in the global North often lean towards extroversion due to cultural norms and historical context and extroverted traits such as assertiveness and charisma align with prevailing Western notions of success and dominance. However, this kind of emphasis can side-line introverted leaders who bring valuable qualities such as reflective thinking and active listening. Studies highlight how such stereotypes lead introverts to perceive leadership roles as incompatible with their personalities, thus deterring them from applying (Judge et al., 2002) .
This strand of my research focuses on quiet individuals and their inclusion in organisations. It views introversion as a behavioural preference rather than a trait that is immovable. This is important, as many quiet people mask their preferences in order to be ‘seen’ in organisations.
For the past 4 years I have been working with organisations across the public, private and third sectors, to examine why so many individuals are never chosen for, or put themselves forward for leadership roles.
The results so far have been both concerning and perhaps somewhat unsurprising. Why is this you may ask ?
Throughout my career, working in public , private and the third sector, I have consistently seen individuals passed over for promotion. Quiet types, who rarely speak in meetings, but who have some great ideas about how things should be done. Hard workers who quietly influence team performance, yet rarely crow about their achievements. People whose ideas are used to improve things yet who never get the credit for them.
The research I have carried out so far reveals that these individuals are often very frustrated and stressed with the status quo. They feel undervalued, lacking in motivation and can leave the organisation. Taking their skills and expertise elsewhere.
Sadly many UK organisations are dominated by this extrovert ideal (Baxter et al, 2026 in press). This leaves them missing valuable opportunities to hire and retain talent.
Professor Jacqueline Baxter EDd MA PGCE PFHEA CMBE Fellow of the Academy of Social Sciences 