A leadership expert cautions that a bias favoring extroverted individuals in hiring practices risks overlooking highly capable candidates who could excel in senior leadership positions.
Advaita Naidoo, Africa MD at Jack Hammer, Africa’s largest executive search firm, states, “Over the past decades, hiring managers have come to understand how unconscious bias as it relates to immutable characteristics impact – often negatively – on hiring decisions. As a result, much action has been taken – from putting in place company policies to providing training - to ensure that these biases have as little impact as possible.”
She adds, “However one bias that remains to be recognised and accounted for is that of introvert bias. We believe, and have seen in practice, that greater consideration must be given to the potential unique strengths that introverts can bring to leadership, and to guard against automatically favouring extroverted strengths.”
Naidoo points out that introverts often encounter significant obstacles when seeking advancement to middle and senior management roles, where qualities like visibility, networking prowess, and assertive communication are frequently prioritized.
“The initial perception of leadership tends to favour extroverts, who naturally gravitate toward the spotlight. In interviews, for instance, extroverted candidates often build rapport quickly, creating positive first impressions that can overshadow a more reserved candidate’s qualifications, track record and potential."
But while extroverts’ outgoing nature makes it easier for them to connect with interviewers, that doesn’t mean, or make it likely, that they’re better suited for a role.
Introverts, who might be perceived as reserved, detached, or shy, may be underestimated despite possessing comparable or superior abilities.
The quietest person in the room can be just as competent, if not more so, in terms of cognitive and relational abilities. Yet, without awareness of introvert bias, employers risk losing talent by equating extroversion with energy or leadership potential.
Companies: How to Tap Into the Quiet Talent Well
Naidoo advises that companies need to address biases within their hiring and promotion procedures to fully leverage the potential of introverted leaders.
“This starts with ensuring interviewers recognise and mitigate unconscious bias toward extroversion. Structured interviews that focus on skills and experience, rather than personality alone, can ensure fairer evaluations. Additionally, organisations should create opportunities for introverts to showcase their abilities in less socially demanding settings, such as through written proposals or online collaboration tools,” Naidoo suggests.
She also recommends reimagining networking opportunities.
“Hybrid or virtual events can reduce the pressure on introverts, allowing them to engage authentically. Mentorship programmes can further help introverts build social capital without forcing them into uncomfortable social scenarios.”
Introverts: How to Pursue Career Progression Without Losing Authenticity
Naidoo emphasizes that ambitious introverts should recognize that personal transformation isn't necessary; rather, the key lies in learning effective strategies to navigate their environment and capitalize on their inherent strengths.
Introverts don’t need to become extroverts to succeed. They can manage their challenges by finding strategies that work within their constraints, such as leveraging online platforms for networking or preparing thoroughly for interviews to showcase their expertise.
It’s not about changing who you are, but rather about working in alignment with your natural inclinations.
“Take networking, for instance. Building social capital—essential for upward mobility and cross-functional collaboration—relies heavily on relationships, which extroverts often forge with ease. Introverts, frequently the quietest person in the room, may find in-person networking draining or socially awkward.”
A strategy here would be, for instance, to set targets. Instead of dreading events, break them down into actions, such as resolving to stay for an hour and meet three people.
Another challenge for introverts is self-promotion and visibility.
“Introverts often shy away from touting their achievements, feeling it’s boastful or inauthentic. Management roles, however, reward those who visibly demonstrate impact. When introvert contributions go unnoticed, chances for promotion are reduced.”
A potential strategy involves documenting successes in written form, using concise email updates or regularly shared portfolios, thus avoiding the need for extensive verbal self-promotion.
“Frame self-promotion as advocacy for your team’s work, which can feel more comfortable,” Naidoo advises.
She concludes that by broadening the definition of leadership to encompass reserved, substantive individuals, organizations can avoid missing out on leaders who bring valuable depth and resilience.
“Embracing introverted leaders is not just about fairness—it’s a strategic imperative for companies to build diverse leadership teams that drive innovation and foster trust. Dismantling biases that favour extroversion opens the door to a broader talent pool, ensuring that no exceptional leader is left in the shadows, while companies grant themselves licence to fish in a greater talent pool.”
