Quiet Leadership for Intrepid Introverts

The practical guide on leadership for introverts
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  • Lectures 38
  • Length 2.5 hours
  • Skill Level All Levels
  • Languages English
  • Includes Lifetime access
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    Available on iOS and Android
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About This Course

Published 11/2015 English

Course Description

Just released!

If you are an introvert and you want to develop your leadership skills and become a leader, this course if for you. We will cover the most important topics for you to start your leadership journey. First, we will see how leadership and being an introvert relate to each other. Then you will learn the most important characteristics of effective leaders. You will also get the first tools to get you started with a leadership project and we will move that project forward by studying teamwork. Along the way you will learn several important concepts and frameworks that will become part of your leadership toolbox.

The leadership style taught in this course is service leadership which seeks to apply leadership to make a difference in other people's lives and at the same time develop your own leadership potential. This course will prepare you for a journey that is not easy but it is definitely worth it!

What are the requirements?

  • Understand whether you are an introvert or an extrovert (you can take online tests if you are not sure)

What am I going to get from this course?

  • Lead high performing teams by winning their hearts and minds
  • Be a leader that makes a difference while reaching your full potential

Who is the target audience?

  • This course is for introverts that want to become effective leaders
  • This course is not suitable for people that prefer to use fear and/or forceful authority as their leadership style

What you get with this course?

Not for you? No problem.
30 day money back guarantee.

Forever yours.
Lifetime access.

Learn on the go.
Desktop, iOS and Android.

Get rewarded.
Certificate of completion.


Section 1: Leadership and You

Welcome to the course! This is a very brief summary of what the course will cover and why I am so enthusiastic about helping introverts like me reach their full potential.

How to study this course
28 questions

In this lecture I tell you a story of what happened when I became the CEO of a volunteer organization. Leadership is not easy but with the right tools and a willingness to overcome obstacles you can make a great difference as the story proves.


In this lecture we look at the evidence that introverts can be good leaders. The main points are:

-There are plenty of examples of introverted people that are great leaders.

-A study by Adam Grant showing that introverts are as good leaders as extroverts are.

-Other people may not see introverts as leadership material so we have to work harder.


In this activity you will draw from your own experience as a leader and as a follower.


In this lecture you will see that you have significant leadership experience and that leadership is everywhere, not just the role of people with titles of CEO. The main points of this lecture are:

-An entertaining story of a can of paint being dropped on the floor to illustrate that leadership is everywhere.

-My own list of examples when I have been a leader and when I have been led.


Although we often talk about introverts as if that would describe our whole personalities, the truth is that not all introverts are the same. In this lecture we look at

-The six personality factors in which researchers use to study personality.

-In particular, the honesty/humility is personality factor is key for this course. This can also be expressed as givers and takers.

-This course will be useful for introverts that are high in the honesty/humility factor (that means introverts that are honest and humble) but not for introverts that are low in this factor.


In this lecture you will have a first introduction to the meaning of service leadership, which is the leadership style proposed in this course. We look at:

-Leadership examples from the TV series Game of Thrones to illustrate which leaders in this series practice service leadership and which leaders do not.

-How ambition should be combined with contribution.

-Being a leader is not about you, it is about the people you will serve. So do strive to become a leader!


Being introverts it is quite common that we are overlooked for leadership positions. In order not to be overlooked sometimes we will have to cross the line and act a bit outside of our comfort zone. In this lecture we look at the three things you will need to be able to do that:



-Seizing the opportunity


Hopefully the fact that the world is not a fair place is not news to you. You will have to fight to become a leader and in this lecture you will learn five qualities you will need in order to give them a good fight:





-Capacity to tolerate conflict

5 questions

Rate yourself in ambition, energy, confidence, empathy and capacity to tolerate conflict. Use the results to think about what you can do to improve your chances to become a leader.

Section 2: Characteristics of Effective Leaders

In this activity you will draw from your own experience in writing down:

-The characteristics of effective leaders

-The characteristics of leaders that are not so effective


All effective leaders have five behaviors in common and you will learn these five behaviors in this lecture:

-Have a vision and share it with others

-They are role models

-Challenge assumptions

-Empower others

-Recognize others and celebrate victories


In this lecture you will see how the behaviors of effective leaders are based on what people need to feel fulfilled working in a team environment:






Did you think the number one personal quality to be a leader was to be an extrovert? This lecture will show you that is a misconception. You will learn the four personal qualities people seek in a leader to follow them voluntarily:






How is it possible that there are so many leaders out there that are not effective yet they are still leaders? In this lecture we look at the difference between formal authority and earned authority so you strive for the latter. The main points in this lecture are:

-Formal authority

-Earned authority

-An example of both types of authorities at play

5 questions

In this self-assessment you will rate yourself in your ability to practice the 5 behaviors of effective leadership: 1) have a vision and share it with others, 2) be a role model and set the example with your own behavior, 3) challenge assumptions and try new things, 4) empower others by delegating, supporting and trusting them, 5) recognize others and celebrate victories.

Once you get the results you can decide in which areas you want to work to improve.

4 questions

In this leadership self-assessment you will rank yourself according to the four personal qualities that people desire in a leader: honest, forward looking, competent, and inspiring.

Section 3: Leadership in Action

To learn anything you have to practice it. If you want to develop leadership skills you will have to practice leadership. In this activity you will decide on a leadership project for you to work on. Three areas are suggested for you to look for leadership opportunities:

-At work

-At volunteer organisations

-At home.


Vision and vision statement are terms that are commonly used in management books, but their meaning is sometimes confusing. In this lecture we look at:

-What a vision is

-How to create your vision

-How to write down your vision in a vision statement


Once you have your vision, it is time to narrow down the scope of what your team is going to do by describing the mission. In this lecture we look at:

-Difference between vision and mission

-The elements of a mission statement

-Examples of mission statements


Core values is a termed commonly used, but in the context of service leadership and making a difference in the world, the value created by your team is not the same as the guiding principles that people usually call values. This will become more clear during the lecture where we discuss:

-Difference between core values and guiding principles

-Examples of organizational core values

-How to discover your core values


You have your vision, mission, and values. It is time to form a team of people that will be committed as you are to your vision. How do you do that? That is what you will learn in this lecture:

-Identify all of the stakeholders and the ones that may be in favour

-Contact them and share your vision

-Appeal to common ideals

Section 4: Working in Teams

In this activity you will write down your own ideas about:

-Why it is a good idea to work in teams

-Why sometimes it is not a good idea


Now you can compare your own list with what experience and research have suggested in terms of:

-Advantages of working in teams

-Disadvantages of working in teams

-The need for balance


We all know when a team is working well as a team. It is not rocket science. Use your own experience to write down what you think are the characteristics of effective teams.


In this lecture we look at the characteristics of effective teams that you will be able to compare with your own thoughts from the previous activity. We look at three areas:


-Team members and how they communicate



Teams have a life cycle. In this lecture we look at the five stages that form the life cycle of a team:







In this lecture we look at the first stage of team development where the main purpose is creating trust. You will learn how to create trust among team members and towards you:

-Team building activities

-Face to face interactions

-Letting them know who you are

-Letting some people go if they don't fit the team


Moving to the second stage of team development where conflict is predominant. You will learn five ways to address a conflict and why only one of those should be used in an effective team:







Which strategy you use to solve a conflict will depend on your attitude to conflict and how you bring that conflict to the surface. The three attitudes are:





One specific type of conflict is coaching a team member that is not performing at high standards. In this lecture we look at how to approach the situation:

-Do some research

-Meet in a private place and create a positive environment

-Apply the PSAFR framework: Problem, Solution, Agree on actions, Follow up, Recognize

Storming IV: the leader being challenged
Norming: the team gets organized
Norming II: action strategy and action plan
Norming III: delegate to empower
Norming IV: facilitating effective meetings
Performing: executing the action plan
Performing II: keeping your team motivated
Performing III: giving feedback

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Instructor Biography

Dr Pablo F German, Scientist, public speaker, entrepreneur.

Dr Pablo F German is a scientist, an award-winning public speaker, and entrepreneur. He has held leadership positions in several volunteer organisations and loves helping other people make a difference.

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