Why Ambiverts Make the Best Leaders

“What makes a great leader?” is a question that has long been up for debate. Some say the power lies in quiet leadership—a leadership style that introverts gravitate towards, where they listen, observe and reflect before making decisions. Others claim that leaders need charisma and gusto. We associate these traits with extraverted leaders who relish the spotlight and effortlessly command the room. 

But as Aristotle said, "Every virtue is a means between two extremes.” On one end, we have the reserved, thoughtful leader; on the other, the bold, audacious one. The virtuous middle? The ambiverted leader who combines the best of both worlds.

What is an Ambivert?

If you feel like you don’t quite fit squarely into the introvert or extravert box, you might be an ambivert. While the term might seem like a new buzzword, it actually has its roots in the 1920s  when the psychologist Edmund Smith Conklin introduced it to describe individuals that demonstrate both introverted and extraverted characteristics in roughly equal measure.

Here’s how to tell if you’re one of them:

• You’re comfortable in social settings but also need your alone time to recharge and reflect.
• You adjust your energy based on the people around you. With introverts, you may talk more to help them feel at ease. With extraverts, you’re happy to sit back and listen.
• You excel at emotional intelligence, especially in areas like empathy, social awareness, and self-awareness.
• You’re a natural mediator, skilled at seeing all sides of a story and helping others find common ground.
• You can handle small talk, but it doesn’t particularly excite or energize you.
• On a Big Five personality test, you typically score around 50% on the Extraversion dimension of personality, demonstrating an equilibrium between introversion and extraversion. 

Ambiverted vs Extraverted vs Introverted Leaders 

Now that we’ve covered what an ambivert is, let’s take a look at how this type fairs in the world of leadership. Spoiler: research shows they may have a distinct advantage over their extraverted and introverted counterparts.  

Take one study by the Wharton School of Business. Researchers collected 90 days of sales records from 300 salespeople. The end goal was to discover whether extraverts or introverts were better at selling. However, it wasn’t either extremes of the spectrum that achieved the most sales. It was the people right in the middle—the ambiverts. 

In fact, the study found that ambiverts made 24% more in sales revenue than introverts and 32% more in revenue than extraverts. The study author theorized that the “positive effect of enthusiasm at low and moderate levels of Extraversion outweighed the negative effect of assertiveness at high levels of Extraversion.” In other words, while Extraverts can sometimes come on too strong, ambiverts manage to show just the right amount of enthusiasm without being too pushy. 

The findings corroborate what author, Dan Pink, found in his research on personality in the workplace. While extraverts have many strengths, he noted they can sometimes “overwhelm others with the force of their personalities. Sometimes they care too deeply about being liked and not enough about getting tough things done.”

And on the other end of the spectrum, he says, introverts may struggle to come out of their shells and build relationships. “They can be too shy to initiate, too skittish to deliver unpleasant news, and too timid to close the deal," notes Pink. 

Ambiverts, on the other hand, combine the introspective depth of introverts with the approachable energy of extraverts. This gives them the ability to listen deeply, show just the right amount of enthusiasm and find the right cadence for successful conversations based on who they’re talking to.  

What Makes a Great Leader?

In a recent study, psychologists attempted to hone in on the exact traits that make a respected and effective leader. Their findings resulted in the following list of five exemplary characteristics for successful leadership: 

• Model the Way: Leaders should embody the values and expectations they place on others to build credibility and respect.
• Inspire a Shared Vision: Leaders should understand what is important to the people they lead and the company, and create a shared vision everyone feels motivated to work towards.
• Challenge the Process: Good leaders embody a growth mindset. They are happy to accept feedback, find opportunities for improvement and listen to others to spark innovation. 
• Enable Others to Act: Good leaders champion collaboration, truly want their team to succeed, and help others to flourish. 
• Encourage the Heart: Leaders should recognize and celebrate the people around them for their contributions. 

While this research didn’t specifically address extraversion or introversion in leadership, it’s easy to see how the five characteristics listed above demand strengths from both ends of the spectrum. In other words, the ideal leader is both introverted and extraverted, depending on the situation. In other words, they’re an ambivert.

Channelling Your Ambiverted Side with Adaptive Leadership

No matter where you score on the Extraverted dimension of personality, you can learn to become more ambiverted at work and in your life. While some people are ambiverts by nature, others can train themselves to develop the skills needed for successful ambiversion. Here’s how: 

Notice how you show up in conversations

Do you tend to take center stage, or do you lean toward being more reserved? Pay attention to these patterns as you interact with co-workers. If you’re more extraverted, challenge yourself to ask questions and listen actively. If you’re introverted, consider sharing your ideas more often, even if it feels intimidating. You’ll be surprised by how much your thoughtful contributions resonate with others.

Move from ‘I’ to ‘we’ 

Extraverts often love the spotlight while introverts may prefer to work solo. To find balance, shift your focus from what you need or want to what’s best for the team. Whether it’s encouraging others to speak up or collaborating on ideas, you have the power to help create an environment where everyone contributes and thrives.

Try to understand the personality types of people you engage with

Ambiverts are great at connecting with all kinds of people. You can develop this skill by learning more about the different personality types in your workplace, using the Enneagram, 16 Types or Big Five framework. Understanding others’ strengths and communication styles will lead to deeper, more meaningful conversations and stronger teamwork.

Accept criticism and feedback as an opportunity for growth

Criticism hurts for both extraverts and introverts. The trick is to adopt a growth mindset. See criticism as fuel for learning and improving; this will help you approach tricky situations with a more balanced, relational mind. 

Challenge yourself

Becoming more ambiverted means stepping outside your comfort zone. If you’re an extravert, this might mean holding back and giving others the chance to lead. If you’re an introvert, it could mean starting conversations or joining group activities. The idea is to gently challenge yourself. Over time, you’ll find you naturally embody your inner ambivert at work.