quiet-the-power-of-introverts-in-a-world-that-cant-stop-talking-susan-cain

which motivated them to work harder
and to fold more shirts.
Extroverts, on the other hand, can be
so intent on putting their own stamp on
events that they risk losing others’ good
ideas along the way and allowing workers
to lapse into passivity. “Often the
leaders end up doing a lot of the talking,”
says Francesca Gino, “and not
listening to any of the ideas that the
followers are trying to provide.” But
with their natural ability to inspire, extroverted
leaders are better at getting
results from more passive workers.
This line of research is still in its infancy.
But under the auspices of
Grant—an especially proactive fellow
himself—it may grow quickly. (One of
his colleagues has described Grant as
the kind of person who “can make
things happen twenty-eight minutes before
they’re scheduled to begin.”) Grant
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