The terms introvert and extrovert were coined by renowned German psychologist Carl Gustav Jung to describe fundamental personality orientations that reflect contrasting ways of engaging with the world. Extroverts draw energy from social interaction and external stimulation. They enjoy sharing ideas, thrive in group settings and are generally comfortable initiating conversations.
Introverts, on the other hand, replenish their energy through solitude. They feel most at ease in quieter environments, prefer listening to speaking and often find prolonged social interaction mentally exhausting.
According to the Wiley Online Library, between 30 and 40 per cent of people worldwide are introverted. A 2024 YouGov survey in the United States found that 39 per cent of Americans identify as introverts, with younger generations more likely to describe themselves as introverted than older ones.
Research published by BioMed Central indicates that introverted tendencies are particularly prevalent in East Asian cultures. Furthermore, studies reveal that at least 50 per cent of medical students in countries such as Saudi Arabia, Indonesia and India identify as introverted.
Despite representing a substantial portion of the global population, introversion is often undervalued. Extroverted behaviour is frequently favoured in organisations, educational institutions and even personal relationships.
Sociability, assertiveness and verbal confidence are commonly associated with leadership, competence and success. As a result, extroverts are often perceived as ‘ideal employees’ or natural leaders, while introverts are mislabelled as shy, unfriendly, disengaged, or even antisocial.
Carl Jung, however, clarified that introversion is not a deficit but a different orientation. Introverts focus inward, value depth over breadth in relationships and process experiences thoughtfully before responding. Yet modern social environments — from classrooms to corporate offices — are largely designed to accommodate extroverted preferences.
Public speaking, group discussions, open-plan offices, brainstorming sessions and constant collaboration are often equated with productivity and leadership.
In educational settings, for example, class debates and presentations may be prioritised over reflective reading or writing assignments. Similarly, workplaces often reward employees who speak the most in meetings or socialise frequently, while quieter individuals may be overlooked for leadership roles. This bias towards what has been termed 'idealised extraversion' can lead to misjudgements and the underutilisation of introverted talent.
To create more inclusive and effective workplaces, several practical steps can be taken. Quiet employees should not be labelled as disengaged or uninterested; instead, their insights and observations should be actively encouraged. Introverts often communicate best through writing, small-group discussions, or one-on-one conversations and benefit from having time to reflect before responding.
Organisations can also consider providing quiet zones, private offices, or designated uninterrupted work hours rather than relying solely on frequent meetings and group brainstorming. Leading companies such as Microsoft, Apple and Google have introduced focus rooms or quiet pods to support deep concentration and innovation. Managers may also invite feedback via email following meetings, allowing reflective thinkers to contribute meaningfully.
It is equally important to recognise that leadership is not defined by volume. Introverted leaders often excel through active listening, empathy and thoughtful decision-making.
Leaders such as Steve Jobs, Bill Gates and Larry Page exemplify how reflection, research and long-term planning can be as powerful as charisma. When selecting leaders, organisations should prioritise ideas, integrity and consistency over outward assertiveness.
Additional measures, such as setting aside no-meeting periods to allow uninterrupted work, offering optional social activities with clear agendas and avoiding forced participation in large-group icebreakers, can further support introverted employees.
Personality-awareness training can also help teams appreciate the complementary strengths of both introversion and extroversion, fostering mutual respect and collaboration.
Educational institutions and families also play a vital role in supporting introverts. Alongside oral presentations, educators can offer alternative assessment methods such as reflective journals, essays and online discussion forums. Quiet study areas and reading corners should be integrated into schools and homes wherever possible. Tutors can encourage participation through one-on-one meetings, informal discussions, or Q&A sessions after class, providing introverted students with comfortable avenues for expression.
In personal relationships, respecting an individual’s need for privacy and solitude is equally important. Not everyone thrives in large social gatherings and families should value quieter forms of self-expression such as writing, painting, music and focused creative pursuits.
Ultimately, long-term success — in organisations, educational systems and society at large — depends on recognising and embracing individual differences. By challenging stereotypes, offering flexible communication channels and fostering inclusive environments, we can unlock a richer diversity of perspectives and talents.
Introverts contribute depth, emotional intelligence and thoughtful insight, qualities that are indispensable in an increasingly complex world. In essence, extroverts bring the shine, while introverts provide the depth. Both are essential for balance, harmony and sustainable success.
Dr Raja Tumati
The writer is works at Oman Tourism College
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