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Question 1:
Introverts do not tend to take calculated risks but what studies have found is introverted leaders have better driven results because they allow their employees to run with their own ideas and thoughts. However, because introverts do not enjoy being leaders. Being able to stand in front of others to speak and lead allows the employees to see and witness their leader raising above their own uncomfortable situations. This allows employees to learn to appreciate and respect their executive leaders more.
Extroverts tend to get too excited with their own vision and forget to listen to others along the way. This can cause a more aggressive approach to leadership. Studies show being the best outgoing speaker has nothing to do with bringing the best ideas to the table for a business. Extroverts are strong at discovering and finding new ideas themselves, but they don’t always come from them and can stem from introverts.
Question 2:
In the readings provided, Schneider demonstrates that the people within an organization fundamentally determine its behavior, climate, and culture. This perspective challenges the traditional view that organizational behavior is primarily shaped by external factors such as technology and structure. “People are differentially attracted to careers as a function of their own interests and personality… vocational choice is assumed to be the result of a person’s type, or patterning of types and the environment” (Schneider, 1987, p. 440).
Throughout my professional career I have witnessed high rates of turnover within specific departments. This has created toxic work environments because you are only retaining workers with similar interests. The personalities of the companies I have worked for have always been supported by the type of individuals who work there. The people create the culture. “If people who do not fit leave, then the people who remain will be similar to each other… they will constitute a more homogeneous group than those who were initially attracted to the setting” (Schneider, 1987, p. 442).
Reference:
Schneider, B. (1987). The people make the place. Personnel Psychology, 40(3), 437-453.
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