One of the biggest challenges lab managers face is determining the leadership style they need to be effective. There are many different styles of leadership, which reflect an important reality of modern lab management: effective leadership is not a one-size-fits-all model. Lab managers need to be flexible and willing to modify their style approach based on the situation.
Leadership is a skill set, and strong lab managers understand which skills are their strengths and how to apply them thoughtfully.
I have realized, throughout my experiences as a lab professional for 30 years, and the last nine as a lab manager, the range of qualities and benefits that come from different leadership styles. Just recently, I learned about “quiet leadership” and found it to be a valuable skill that I want to use more.
Quiet leadership is a leadership style that challenges the idea that only outspoken, dominant personalities can lead. It focuses on careful listening, being present, and thoughtful actions. The term “actions speak louder than words” is very appropriate for this type of leadership. When a leader prioritizes listening and takes a more thoughtful, deliberate approach, they gain a clearer view of team dynamics and how the lab is functioning—whether that means understanding what an employee is experiencing or uncovering what is driving a particular situation. Emotional intelligence also plays a significant role in quiet leadership.
Myths about quiet leadership: introverts vs extroverts
Quiet leadership is often associated with those who are reserved or more introverted, but from my experience, that is an incorrect association. This style of leadership is something that both introverts and extroverts can take advantage of, but they need to be careful about how they use it.
For the introverted manager, this style of leadership suits them well. Being more reserved, focusing on self-reflection, thinking before they speak, and having a calmer personality allows them to fully evaluate people and situations. These managers can have strong emotional intelligence, which again is an advantage when handling those emotionally-charged situations.
There are some challenges with quiet leadership and the introverted manager, though. Many times, being quiet can be interpreted as shy, scared, weak, or uninterested. An introverted manager needs to be present in the laboratory by getting out of their office often. Communication and follow-ups are critical to show staff that they are engaged. It is fine to have a quieter personality, but the manager cannot be absent or ignore their responsibilities.
How introverted lab managers can turn quiet tendencies into leadership advantages
- Make presence intentional: Get out of the office, schedule regular walk-throughs, check-ins, or brief conversations so staff see you as accessible, not distant.
- Close the communication loop: Follow up after meetings or one-on-ones to confirm next steps and decisions.
- Use structure to amplify your voice: Prepare key points in advance for meetings so important messages are delivered clearly and confidently.
- Signal engagement explicitly: Acknowledge input you get, summarize what you heard, and explain how it will be used in decisions.
These practices allow introverted managers to retain their reflective strengths while reinforcing trust and clarity across the lab.
For managers who are extroverted, quiet leadership can become your greatest asset. Understanding the advantages of quiet leadership helps you improve your active listening skills, develop more patience, and encourage a work environment where others have a chance to provide input and ideas.
The general characteristics of a “quiet leader” will likely pose challenges for extroverts. It is very easy for an extrovert to provide input, be actively involved in things, and potentially dominate certain circumstances. On the other hand, having the restraint to hold off on interactions and ponder situations can be difficult for extroverts. For quiet leadership to work, extroverts will need to reflect on how they lead day to day—how they run meetings, respond to problems, and make decisions—and identify where a quieter, more measured approach would be more effective. The saying, “stop and smell the roses,” can be a helpful reminder.
Lab Management Certificate
The Lab Management certificate is more than training—it’s a professional advantage.
Gain critical skills and IACET-approved CEUs that make a measurable difference.
How extroverted lab managers can practice quieter leadership
- Redesign meetings to reduce dominance: Have others speak first, rotate facilitators, or have structured pauses before responding.
- Listen for patterns, not just answers: Pay attention to tone, hesitation, and repeated concerns rather than jumping to providing solutions.
- Delay your response: When issues arise, remain calm and pause before reacting to allow fuller context and broader input to surface.
- Shift from contributor to curator: Focus less on offering ideas initially and more on helping others provide input and perspectives.
These adjustments help extroverted leaders balance energy with intention, turning quiet leadership into a strategic advantage rather than a constraint.
Finding a balance between quiet and outspoken leadership
Early on in my career, I considered myself an introvert. I was quiet, hesitant to speak up, and introspective. As my career advanced and responsibilities increased, I found the need to become more extroverted. Over time, I have become more comfortable and embraced being an extrovert. I enjoy speaking, teaching, attending conferences, working in teams, and taking an active role in the laboratory.
Now, as a manager, I realize the value of quiet leadership and have been using it more often. The more I allow others to speak, the more I can learn from their tone, body language, and attitudes. I am always ready to provide input, but by being quiet, I am allowing others to participate and get involved. Many times, what they say is much better than what I was thinking. This type of communication is critical for laboratories to be successful. There have been many managers and scientists I have worked with who seem to like to hear themselves speak. When this happens, those around them lose interest, get frustrated, and many times decide not to participate at all, and just want the conversation to end. I decided I was not going to be like them.
Applying quiet leadership in your lab
Quiet leadership is a very supportive approach that both introverts and extroverts can take advantage of. When leaders are “quieter” and take the time to evaluate and process information, they can gain additional insights into people and situations they might have otherwise missed. Quiet leadership emphasizes listening, strategic interactions, and emotional intelligence. This leadership style, like any other, comes with challenges. But lab managers who intentionally practice quiet leadership—starting with small shifts in how they listen, respond, and engage their teams—may find it strengthens performance and trust in their laboratory.
