外向的人一定是最成功的领导者吗？

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　　There are also lessons to be learned about giving employees authority and autonomy to make decisions on their own -- "providing them with choice about what work they do, as well as how, when and where they complete it," Grant notes. "One of the strongest predictors of proactivity is a sense of responsibility for the larger team or department or organization. When employees feel like they are responsible for a larger unit, they are much more likely to broaden their roles beyond their specific individual job descriptions."对于为员工提供更大的权力和决策自主权——即“让员工选择做什么工作、如何做、何时及何处完成工作”——研究报告也给出了许多值得借鉴的意见。格兰特指出：“想让员工变得积极主动的一个最重要因素就是培养他们对于大团体或部门或整个企业的责任感。如果员工觉得自己应该为集体利益负责，他们就会在特定的个人岗位描述范围之外，主动承担更多的责任。”

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　　So how can managers actually implement some of the lessons from the study? Grant suggests that once prospective team members have the required skills and expertise, leaders can explicitly look at personality in making the final selection -- examining both the employees and the managers, figuring out which teams will work best together. "When I have extraverted leaders, if I have the opportunity I tend to invite in some of the less proactive employees who I think are more likely to want a clear, dominant vision from a leader and who are also more likely to get energized, to step a little bit out of their comfort zones."那么管理人员应当如何将研究报告中的发现运用到实践中呢？格兰特建议一旦潜在的团队成员已经掌握必需的技能和专业知识，领导者就可以开始观察他们的性格，以便进行最终的团队组合——领导者应对员工及管理人员同时进行观察，思考如何组合成员才能让团队发挥最大的效率。“如果我的管理人员都是外向型的，那么有机会的话，我会倾向于招一些不是那么主动的员工，这些员工更能够从领导那里获得清晰、主导性的愿景，更容易被鼓舞，从而发挥更大的积极性。”

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　　And how do you identify those employees who might fit better with an introverted leader at the helm? By looking and listening, Grant says. &quotroactive employees, by definition, spend more of their time and energy taking initiative -- whether that's in terms of generating ideas, coming up with a new work process, staying late to help their colleagues or even going out of their way to seek feedback. You develop a reputation pretty quickly for that set of tendencies."至于如何定义那些适合内向型风格领导的员工，格兰特认为可以靠观察和聆听。“积极主动的员工会花更多的时间和精力来主导自己的工作——无论是提出建议、规划新的工作流程、加班帮助同事或是超越自己的工作范围来征求反馈。你会很快发现这些趋势和特征。”

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　　Extraverted leaders also need to be careful to delegate responsibility to proactive employees, Grant suggests -- putting such workers in areas where they have ideas for moving forward or want to take on larger responsibility. These leaders also should actively solicit feedback, positive and negative, and listen to it. Some companies employ 360-degree feedback surveys, but those can be harder to use in small groups. "Asking for advice from employees on how to change can kill two birds with one stone," Grant says. "It allows the leader to actually learn, and it creates opportunities for employees to contribute right there and then."除此之外，外向型领导在下放责任给主动性员工时也需保持谨慎，格兰特指出，应当让这些员工从事他们所希望的领域，这样他们才会有动力前进并承担更大的责任。这些领导者还应该主动搜集反馈，无论是正面还是负面意见都应该悉心接受。有些公司会采用360度全面反馈调查，但这很难适用于小的群体。“向员工征询如何进行改革的意见可谓是一石二鸟的举措，”格兰特说道，“既可以让领导更多地了解员工的想法，也可以为员工创造更大的贡献空间。”

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