职场英语：看看自己的性格适合当领导吗？_职场英语

职场英语：看看自己的性格适合当领导吗？

The implications of the power struggle for the leader-employee relationship and labor relations became very clear, according to Grant. "At some level, the power struggle is finished, with the leader asserting authority and the employees saying, 'We're not going to work as hard on your behalf.'" The employees basically decided that "Hey, these leaders are not receptive to good ideas .... We don't really have a ton of respect for the leader. We don't want this leader to be one of the top performers. We want to feel, at the end of the day, like our ideas are valued and our contributions are appreciated."

Interestingly, neither the introverted leaders nor the extraverted leaders showed higher productivity or profitability than the other. The difference, Grant and his researchers found, was in the pairing of leaders and employees。

"It shows that introverted and extraverted leadership styles can be equally effective, but with different groups of employees," he says. "As a social scientist, this is appealing -- people in organizations are sufficiently complex that you can rarely ever conclude that one style is always more effective than another.... Our research provides insight into when each style is effective, as opposed to trying to test which one is better -- which I think is the wrong question."

Given these conclusions, why does the popular view persist that extraverts are better leaders across the board? The authors point to several possible reasons: One is that extraverts are often perceived as more effective because of a "halo effect." "This may occur because extraverted leaders match the prototypes of charismatic leaders that dominate both [Western and Eastern cultures] and are especially prevalent in business," they write. One online survey of 1,500 senior leaders earning at least six-figure salaries found that 65% actually saw introversion as a negative quality in terms of leadership。