What coaches can learn from the experiences of introverted women leaders: a phenomenological study

Leadership cultures, and the coaching conversations that arise within them, often reward visibility, rapid verbal engagement, and outward confidence. For introverted women leaders, these expectations can obscure other effective leadership practices such as deep listening, sustained focus, and thoughtful decision-making. This phenomenological study examines women’s lived experience to better understand how leadership is interpreted and how coaches can support leaders without reinforcing extrovert-centric norms. Guided by Vagle’s (2018) methodology, we interviewed 23 women at the director level or above who self-identified as introverts. Four themes describe their lived experience: (1) listening and thriving behind the scenes; (2) maintaining deep focus; (3) managing energy strategically; and (4) craving authenticity. These themes illuminate how introverted women experience the demands and assumptions embedded in contemporary leadership cultures. Interpreting the themes through the lens of Implicit Leadership Theory offers insight into how intentional, reflexive, customised coaching practices can support these leaders.