“In a gentle way, you can shake the world.”—Mahatma Gandhi
This quote is an excellent reflection of the author's focus in the book “Quiet: The
Power of Introverts in a World that Can't Stop Talking,” by Susan Cain. The author
discusses her view that introverts are highly undervalued, particularly in leadership
positions. She holds the belief that extroverts are rated as “smarter, better-looking,
more interesting, and more desirable,” and that introversion is considered a “second-class
personality trait” (Cain, 2013). Her perspective originates from her own self-proclaimed
status as an introvert and her experiences in the workplace. A common perception does
exist that extroverts are the most effective communicators, and thus, make the best
leaders (Bradley and Hebert, 1997). Research studies throughout time have consistently
reaffirmed the belief that extroverts are more likely to emerge as leaders, and are
more likely to be perceived as effective (Grant et al., 2011). Cain looks to dispel
that belief and make an argument for the importance of introverts as leaders. This
book is a great read for introverted individuals aspiring to become leaders, and for
organizations seeking knowledge on how to provide a conducive environment in which
introverted leaders can be successful. This work has important implications for many
fields that are heavily dependent upon good leaders, as great emphasis has traditionally
been placed on the importance of extraverted characteristics for leadership success.
The book was divided into four parts. Part One, “The Extrovert Ideal,” focuses on
this concept that the author defines as “the omni-present belief that the ideal self
is gregarious, alpha, and comfortable in the spotlight.” She discusses the historical
creation of the “Culture of Personality” that shapes our view of others. The author
gives examples of how organizations, such as Harvard Business School, seemingly try
to turn introverts into extroverts by equating such characteristics as speaking up
in class with performance. The author also discusses positive characteristics that
are attributed to introverts, such as creativity, and whether that is a true reflection.
This section leads one to ponder the ethics of placing such attributions on individuals,
whether introverted or extraverted, and the influence that can have on an individual's
success.
Part Two is entitled “Your Biology, Your Self?” In this section, the author discusses
the connection between temperament and personality, and studies that have examined
the influences of innate, inborn temperament on personality type. She uses scientific
evidence to explain her so-called “rubber band theory” of personality, meaning that
we are elastic and can stretch ourselves beyond our innate traits, but only within
certain limits. The author also discusses the trade-off theory and the things that
are lost or gained by being either an introvert or extrovert. Warren Buffett is used
as an example of an individual that used his introvert qualities to his benefit to
become successful and powerful.
Part 3, “Do All Cultures Have an Extrovert Ideal?” examines the idea that the Extrovert
Ideal is an American standard that is not typical in other cultures. The author states
that other cultures do not emphasize traits, such as class participation, as a measure
of success. Gandhi is discussed as an example of a classic introvert that found power
in his shyness. This leads one to think about whether we, as a society, focus on personality
traits too much as a measure of an individual's capability of success in certain work
environments.
Part 4, “How to Love, How to Work,” discusses the idea that we shift our personality
traits based on the situation that we find ourselves in. The author also discusses
the attraction between individuals of opposite personality types, as well as the potential
difficulties in communication between introverts and extroverts. The author concludes
with a discussion on how to foster traits such as depth and sensitivity, rather than
trying to force introverted children to be extraverted.
In the Conclusion, entitled “Wonderland,” the author urges readers to be true to their
self, and to put themselves in situations that play well with their personality, rather
than forcing uncomfortable situations. As she eloquently puts, managers should “make
the most of introverts' strengths—these are the people who can help you think deeply,
strategize, solve complex problems, and spot canaries in your coal mine.” These are
definitely qualities that are valued in leaders in many fields. This book offers new
insights and will serve as a valuable source of information for management professionals.
In addition, it helps to shatter the belief that extroverted individuals are superior
and provides a much needed change in perception for introverts hoping to become leaders.
Author contributions
The author confirms being the sole contributor of this work and approved it for publication.
Conflict of interest statement
The author declares that the research was conducted in the absence of any commercial
or financial relationships that could be construed as a potential conflict of interest.