“Boss A”. He is a typical “E” who is energised
by interaction. He loves to celebrate small successes and enjoys nothing better
than holding impromptu little parties – sometimes something as simple as a 15
minute cake cutting and chatting session, to celebrate someone’s birthday for
example. Working for a boss like A is fun. There’re lots of opportunities for
camaraderie-building and to let off steam. However, there’s also a flip side.
Surprisingly – to the introverts at least I guess, there’s such a thing as too
much fun and games! There will invariably be times when people cannot join in
the parties because they are rushing to meet looming deadlines or have pressing
issues to attend to. On the one hand, missing the party makes them feel bad.
But on the other hand, they are also unhappy about the “insensitivity” of the
boss who wants to party when there’s deadlines to be met.
“Boss B”. She is a typical “I” who is more
private and contained, preferring smaller gatherings to boisterous big-group
get-togethers. However, she will always gamely attending all the little parties
because she feels that leaders should try to support each other. Actually, she
also enjoys the camaraderie but she will be the first to tell someone who
whispers to her that “do you think it’s alright if I can’t go for the party
because I’ve got to rush this assignment” that it’s perfectly alright. She
understands because she sometimes also can’t wait to get back to the work at
hand! Hmmm.. come to think about it, this may be her “F” at work!
Guess which one I am! But anyway, after
thinking this through, my take is that it’s really not that important whether
the leader is an “E” or an “I”. As the Prof had reiterated in class, at the end
of the day, leadership is about managing self and managing relationships. So a
good leader must know when to become more “E” and when to become more “I” in
order to get the most out of his team, depending on individual personalities of
the team, the dynamics within the team, the circumstances and contexts of
situations and the team’s operating environment. Like the Wharton study
mentioned in the reading “Analysing effective leaders: Why Extraverts are not
always the most successful bosses” has found, to manage a group of passive
personalities, leaders must be more demonstrative and set clear directions.
Wheras if you are leading a proactive team, you should be more receptive. Well,
exercising our natural tendencies is easy. The tough part is when we have to
adopt the leadership style which is not that natural to us; and having to do it
“naturally”. I guess this is what makes a good leader great!