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results. And personal opinions are often

a simple reflection of cultural bias.

But most intriguing to Grant was that

the existing research didn’t differentiate

among the various kinds of situations a

leader might face. It might be that certain

organizations or contexts were better

suited to introverted leadership

styles, he thought, and others to extroverted

approaches, but the studies

didn’t make such distinctions.

Grant had a theory about which

kinds of circumstances would call for

introverted leadership. His hypothesis

was that extroverted leaders enhance

group performance when employees

are passive, but that introverted leaders

are more effective with proactive employees.

To test his idea, he and two

colleagues, professors Francesca Gino

of Harvard Business School and David

Hofman of the Kenan-Flagler Business

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