Leigh,
What a thoughtful reply.  Let me start with the second part of your reply.  As an introvert, I completely understand the need to go "internal." When designing the new work spaces, companies should include quiet places (conference rooms or designated quiet zones). This not only helps the introverts, it also provides privacy and a space for those animated conversations.  I think companies need to be very careful in self-selecting an extravert workforce.  Quite simply, it removes diversity in thinking and in behaviors.

In terms of Developing Emerging Leader Competency, here's an example.  Today many organizations have a matrixed structure within a hierarchy.  Within the matrixed structure, you have people from across the organization working together on projects or group together to support a need.  In these situations it can be that no formal lead is identified.  Eventually a leader emerges.  The delay of the emergent leader can have a negative impact on execution: timeliness, group dynamics, quality, for example.  And as organizations flatten the hierarchy they are exploring self-managed teams.  So, there are trends today that point to groups and teams coming together where no formal lead is identified.  I see this happening more and more given the social trends in our society.  So, it becomes critical for leaders to develop the knowledge, skills, abilities, and shape behaviors that strengthen a person's ability to emerge as a leader quickly, effectively, with little awkwardness.

Hope this helps.  It was a good question.  Probably a blog post on its own.

Shawn