Meetings would become more effective if loud people learn to listen more and quiet people learn to speakup more. It’s not one directional, except if your main goal is to learn from others, but even then the interaction increases learning. I saw some good examples in my career of loud managers who came to understand what the effect of talking all the time (and having all the answers) had on other people and on the outcome. They started asking questions whenever they wanted to talk, so changing their intervention and also the outcome of the meeting. Such a manager helps quiet people speak up, increases creative dialogue and makes meetings productive.