Charisma Today

Charismatic Leaders Serving as Role Models to Entry-Level and Mid-Level Managers

2012-03-12T21:14:00.000-07:00

Burns-Saraiva (n.d.) noted the following:

I think mentoring is an understanding between two or more people. It isa way for people to learn from each other. Even though most think mentors areolder, I think it's a bond and no matter age, race, or gender, it’s a way forpeople to communicate! (Para. 1)

The notion of acquiring a role model is often advised to anyone seekingto achieve personal or professional success. This notion stems from the idea that if you are the smartest person in agroup, you need to find another group. Generally, people grow when guided by otherswith greater knowledge and experience. However, pundits who rally around role modelsand mentorship often focus on formalized mentorship as postulated byBurns-Saraive. Conversely, there are informal ways of acquiring role models. Informalmentorship may be applied out of necessity or convenience. Celebrities, chief executive officers, andprestigious individuals receive numerous requests from budding entertainers,entry level managers, and aspiring scholars asking to be coached or mentored. Thetime and attention needed for mentorship often is impractical for potentialmentors. As a result, entry and mid-level managers have to create their ownsystem for professional development and advancement. The charismatic leadershipmodel is the essential leadership model where personality, tenacity, andpersistence are the standard traits for achievement. Managers lacking theconnections and exposure to attract the help of esteemed mentors should studythe benchmarks and templates demonstrated by charismatic leaders. There are afew ways of gaining information and strategies of charismatic leaders to serveas role models.

1. Choose charismatic leaders in a chosen profession.Although similarities exist between charismatic leaders in general, following acharismatic leader within your chosen profession makes every act relevant andvisceral. As an entry level manager, you can learn a great deal aboutcharismatic leadership from basketball great Michael Jordan. Jordan’s personality,work ethic, and steel determination led the Chicago Bulls to winning sixchampionships. However, more relevant charismatic biographies for corporatemanagers might be Oracles’ Larry Ellis or the late John Delorean. History is replete with charismatic leadersin every field who transformed the conventional thinking of their day. Reportedly, Alexander the Great wasinfluenced by the hero in Homer’s “Iliad.” Julius Caesar and Napoleon Bonapartewere believed to have been influenced by Alexander the Great. Historical heroes can become role models forcorporate managers. William Duggan inhis book “The Art of What Works: How Success Really Happens” suggested that ifa concept or strategy worked in the past, with some tweaking, it will workagain in the present.

2. Become a self-reliant, independentlearner. Although charismatic leadersare viewed as “People Persons,” they create and develop many of their ideas inisolation. Thomas Edison spent aninordinate amount of time in his laboratory before inventing the incandescent light bulb. InDean Keith Simonton’s “Greatness: Who Makes History and Why,” he postulatedthat Albert Einstein professed that his work did not lend itself to socialinteraction. Einstein Reportedly said,“I am a horse with a single harness, not cut for tandem or teamwork…for well Iknow that in order to attain any definite goal, it is imperative that one person should be thinking andcommanding (p. 388). The downside of paternalistic or maternalisticmentorship is that it deifies the fallibility of human beings. Although mentors are valued resources, theystill can err in judgment. Any templateor benchmark should serve as mere suggestions and guidelines. There still exists a great deal of testing,trial, and error no matter how acclaimed the mentor.

3. Use current technology to lead aswell as influence. Traditionally, mentors were used not only to learn from, butto gain access to privileged social circles. Although nepotism and cronyismstill exists, technology and the Internet have created opportunities to gaininformation as well influence industries like no other time in history. Charismaticleaders become an army of one before the rest of the population has caught onto an idea. Twenty-two year old MollyKatchpole started an online petition against Bank of America (BOF) afterdiscovering that BOF would begin charging a $5 monthly fee on debit cardtransactions. After a month, 306,000people signed Katchpole’s petition causing BOF to reverse its decision to levythe monthly fee. The Internet and social media have allowed individuals to leadcrusades that would have required enormous human capital once upon a time. Usetechnology as a conduit for nurturing self-confidence.

The experience, education, and contacts of mentors are invaluable forentry and mid-level managers. In a social world, relationships will always beimportant. For the manager challenged with attaining resources from a mentor,the strategies of charismatic leaders will not only help attract the aid of amentor, but create the mindset and independence to place all resources in its properperspective.

Reference(s):

Burns-Saraiva. K. (n.d.). Role models and online mentoring. Women &Girls Techup. Retrieved from : http://www.techup.org/mentor/mn_rolemd.html

Mitt Romney Looks Presidential, But Is He Charismatic Enough?

2012-03-09T23:54:00.000-08:00

The 2012 Republican Presidential Primaries has definitely turned into a horse race, but Mitt Romney appears to be the party’s preferred candidate. Current CNN and NYT Polls show that Romney has 55% of the Republican Delegates compared to Santorum’s 24% and Gingrich’s and Paul’s 10% respectively. As of March 8, 2012, A Real Clear Poll shows President Obama beating Romney 49.2% to 44.8%. However, Romney has not inspired the enthusiasm that a Clinton, Obama, and even a George W. Bush candidacy once did. Romney is the presumed Republican Party’s choice by default. A Jeb Bush candidacy, despite Bush fatigue, might be more inspirational. Romney’s uninspired candidacy will be under further attack against Obama’s marketing machine that stars an incumbent that is battle tested and even more electrifying.

If Romney is to compete against Obama’s marketing muscle, he will have to enhance his charisma by:

Describing current conditions compared to the ideal. Charismatic leaders fully understand that people act in their self-interest and will generally change behavior when conditions are severely uncomfortable. However, this discomfort has to resonate with an adverse situation that individuals fear. An example would be a real estate agent that shows a prospective buyer a run-down house in a questionable neighborhood. When the real estate agent shows the prospective buyer other houses in more desirable surroundings, the buyer is more inclined to consider the latter houses for purchase, because the buyer fears investing in a house where his or her quality of life will be harmed. If Romney wants to influence uncommitted voters, he must exaggerate current conditions as being abysmal and describe how accepting his recommendations would be transformational.

Communicating to both regions of the brain. Charismatic leaders speak with passion and commitment that serves as a means of rattling the minds of others. Have you ever thought something to be true, but began questioning its validity once someone provided contrary facts and spoke with extreme passion? It was not just an issue of not holding steadfast to your belief; it was the feeling of uncertainty that came about through someone showing more emotion and logic behind the idea. By demonstrating steel determination, passion, and confidence, Romney can demonstrate a higher degree of charisma

Speaking with specificity. Although charismatic leaders are noted for passionate and effective oratory, it is their ability to speak with specificity and detail that makes them magnetic. By providing clear, precise, and practical information, individuals are able to see their role in an overarching vision. If Romney begins breaking a mission down step-by-step with passionate oratory that speaks to the long term manifestation of an idea, he will not only free voters of ambiguity, he will inspire them to create options to the mission that he may not have considered. In the end, clear and concise communication is used as a motivational device.

Although Romney has the looks and experience to become President of the U.S., Pop Culture dictates that aspiring presidents must have the “Cool” factor. The image of a relevant and tuned-in president is just as important as the political platform by which he stands. If Romney is to be a serious challenger to President Obama, he must enhance his charisma or go the way of former presidential contender Mike Dukakis.

Reference

Real Clear Politics (2012). 2012 general election results. Retrieved from: http://www.realclearpolitics.com/epolls/2012/president/us/general_election_romney_vs_obama-1171.html

How Charismatic Leaders Build Profitable Non-Profit Organizations

2012-03-08T22:01:00.000-08:00

Starting a non-profit organization can be as challenging as starting a for-profit business. McNamara (n.d.) posited a few considerations for starting a non-profit organization, which include:

• What is the purpose (mission) for your new organization? It is important to determine the benefits and services you will provide to clients.

• What kind of non-profit organization do you want to start? You can informally begin a non-profit organization by merely getting some friends together or formally start a tax exempt non-profit organization under the IRS classification of 501(C) (3).

• Will you structure the non-profit organization or outsource it to other parties. A great deal of the work can be done by yourself or you may consider hiring an attorney or CPA.

Like any business, non-profit or for-profit, the rudimentary process of starting a company is pretty simple. However, the ability to create a profitable organization is a huge undertaking. The dirty little secret is that although non-profit organizations are not profit-driven, the more effective non-profit organizations, such as United Way and the Susan G. Komen for the Cure, operate essentially like any other company. Whether it is products, services, or programs, money is needed to ensure long-term viability.

Charismatic leaders are experts at creating non-profit organizations. Many religions are the result of a charismatic personality from Christianity to Scientology that focuses on social matters. Although the institution may exist long after the founder has died or moved on, non-profits’ existence rely on the ability to create relevant programs marketed effectively to generate revenue. Charismatic leaders build profitable non-profit organizations by:

1. Developing programs that address human needs. Non-profit organizations that have the greatest capital and resources have done some degree of market analysis. Charismatic leaders are data and research driven. Actually, charismatic leaders are excellent at dissecting and deciphering inefficiencies within the marketplace. The visionary traits attributed to charismatic leaders are often a result of compiling facts, critical thinking, and finding solutions to various problems. The late Steve Jobs of Apple is an excellent example of a charismatic leader’s ability to discover inefficiencies within the marketplace. By looking at the marketplace and the emerging needs of consumers, Apple’s invention of iTunes transformed the music industry into marketing and selling music differently online. Effective non-profit organizations do the same thing. Charismatic leaders create missions and crusades around problems they observe in society. Starting your own non-profit organization should be pursued as if it’s your life’s mission is to solve a compelling problem through your organization’s programs.

2. Hosting large events to honor local and national luminaries. Charismatic leaders are adept at expanding their branded personalities with other individuals who are acclaimed. By bestowing a leadership award to someone such as former President Bill Clinton, not only does Clinton become a supporter of the non-profit organization, the event is almost guaranteed to be sold out in ticket sales. This co-branding of charismatic leaders with other leaders provides non-profit organizations a greater presence, which garners greater membership and opportunities to develop and sell new products.

3. Recruiting board of directors with powerful political or business contacts. Although charismatic leaders may be reluctant to abdicate the decision making power of the organization to a board of directors, he knows that the viability of the organization rests with his ability to attract influential corporate leaders who can donate money and resources to the organization. These tax deductible contributions help organizational revenue as well as create a “feeder system” for future luminaries to be honored. Many boards of directors are aware of its function as a fundraising arm to the organization. It is essential to recruit board members who not only believe in the mission, but can financially and politically further its purpose.

For non-profit organizations to be profitable, the business and marketing of the non-profit organization must precede its programming. Non-profit organizations have to do good and well simultaneously—that is, doing the greatest amount of good while creating the greatest amount of funding sources. To do the reverse, sets the stage for the demise of the organization.

Reference

McNamara, C. (n.d.). How to start a non-profit organization: Guidelines and resources for entrepreneurs. Free Management Library. Retrieved from: http://managementhelp.org/startingorganizations/start-nonprofit.htm

Charismatic Leaders are Monomaniacal, Relentless & Focused in Changing the World

2012-03-06T08:01:00.001-08:00

The late business guru, Peter Drucker, noted that successfulinnovation revealed a unique story usually about a monomaniac consumed by a challenge(Flaherty, 1999). Drucker was notspecifically speaking about charismatic leaders, but the commonality is eerilysimilar. Drucker’s analysis of this fearless leader, who goes against the normand is iconoclastic in his desire to shatter the limitations of conventionalwisdom, is the foundation of this style of leadership. This brand of leadership does not listen tothe roar of the crowd and insists on proving an idea correct despite overwhelmingcriticism. Pundits can attribute traitssuch as extreme confidence, relentlessness, and steel determination tocharismatic leaders. But, what spurs this level of insanity from these individualsand what can be learned by others who fall prey to the roar of the crowd?

Entertainers Will Smith and Sean “P. Diddy” Combs repeatedlynote in interviews that their success hinged on an insatiable desire to succeed.Combs actually referred to his ambition as “insane.” The late Steve Jobssuggested that “insanity” was a prerequisite for phenomenal success. Jobs articulatedthat the time, attention, and hard work it takes to achieve high levels ofsuccess would naturally cause the normal person to give up. This purported insanity allows individuals tolead breakthroughs in traditional markets and innovations within new markets. So,how could the average individual adopt the monomaniacal and insane traits ofcharismatic leaders?

There are several strategies that average individuals canachieve in the vein of charismatic leaders.

1. Have adeep, burning desire for acclaim and distinction. The insatiable desire bycharismatic leaders to overcome insurmountable odds developed from an earlychildhood desire to be significant. Earlyexperiences stemming from abandonment, isolation, or mere low self-esteemsparked imagination in the mind and heart of the budding charismatic leader. For individuals devoid of these life-alteringexperiences, build a desire from something of general interest and let itconsume you. Revisit your childhood and determine what interest or idea haspersisted within you, but was placed in the background out of a sense of beinga “responsible adult.” Charismatic leaders follow this idea as if their lifedepended on it.

2. Become avoracious reader and use history as a template for transformation. WilliamDuggan in his book “The Art of What Works: How Success Really Happens”suggested that if a concept or strategy worked in the past, with some tweaking,it will work again in the present. The Biblical Solomon’s proclamation to theworld that there is nothing new under the sun is prescient for Duggan’sanalysis. Shakespeare said that he made new words out of old words. Charismaticleaders study the biographies, strategies, and tactics of historical figures toconquer new territory that change old systems of thought and operations. Bybecoming a voracious reader on subject matter pertinent to your ideas, you canbegin imprinting your impression on the world.

3. Dream bigand spend large chunks of time in isolation. Although charismatic leaders are viewed as“People Persons,” they create and develop many of their ideas inisolation. Thomas Edison spent aninordinate amount of time in his laboratory before inventing the incandescent light bulb. InDean Keith Simonton’s “Greatness: Who Makes History and Why,” Simonton noted thatAlbert Einstein professed that his work did not lend itself to socialinteraction. Einstein Reportedly said,“I am a horse with a single harness, not cut for tandem or teamwork…for well Iknow that in order to attain any definite goal, it is imperative that one person should be thinking andcommanding (p. 388).

4. Usecurrent technology to lead. Charismatic leaders become an army of onebefore the rest of the population has caught on to an idea. Twenty-two year old Molly Katchpole startedan online petition against Bank of America (BOF) after discovering that BOFwould begin charging a $5 monthly fee on debit card transactions. After a month, 306,000 people signedKatchpole’s petition causing BOF to reverse its decision to levy the monthlyfee. The Internet and social media have allowed individuals to lead crusadesthat would have required enormous human capital once upon a time. Start a blog,petition, or Facebook page on an important issue that you and others arepassionate about and become the vanguard for change.

5. Documentyour work. Charismatic leaders reflect on their achievements by documentingthe challenges and triumphs of their feats for future generations to follow.Niccolo Machiavelli wrote the book, “The Prince,” to advise leaders how acquireand maintain political power. “The Prince” is required reading for worldleaders as well as students of Political Science interested in politicaltheory. “The Prince” has remained relevant for over five hundred years. As you develop strategies and tactics for changingthe world, keep a journal of your process to serve as a tutorial for those whoaspire to pick up where you left off.

Changing or influencing the world is an arduous task.However, by emulating the transformational strategies and tactics ofcharismatic leaders, you too can make a lasting impression on the world stage.

Reference

Flaherty, J.E. (1999). Peter Drucker: Shaping the managerialmind, how the foremost management thinker crafted the essential of businesssuccess. San Francisco, CA: John Wiley & Sons, Inc.

2012-03-05T00:09:00.001-08:00

How Charismatic Leaders Become Influential within Companies

The charismatic leadership model is fundamentally the only leadership model where the leader’s sheer personality, tenacity, and vision garner respect, adulation, and power. There are a few ways that charismatic leaders become influential within companies.

1. Charismatic leaders have a larger vision past the current company. When the late engineer John DeLorean designed the Pontiac GTO, Firebird, and Grand Prix for General Motors, it was almost certain that he would one day have to form his own company. The ego and drive for self-determination by charismatic leaders assures that they will become contentious with the managers of the organization. Later DeLorean would form the DeLorean Motor Company, maker of the DeLorean DMC-12 sports car. By having a compelling vision and marketable skills, Charismatic leaders are able to wield power inside and outside of a company. The fact that charismatic leaders have talents that can be leveraged for optimal positioning allows them to gain influence within a company until he is either forced out or leaves the company on his own.

2. Charismatic leaders recruit and attract disciples within a company. Employees who admire a charismatic leader’s personality and ambition will emulate his style as well as jockey for roles on projects led by the leader. Through these disciples or supporters within the company, charismatic leaders create internal networks that facilitate the acquisition and distribution of information. Such information allows the charismatic leader to be knowledgeable about upcoming threats and opportunities. Because charismatic leaders are agile and mobile when exploiting opportunities, they can determine if an opportunity allows them to play a larger role within a company or leave to set up operations elsewhere. In this vein, supporters might be inclined to leave with the charismatic leader causing a potential drought of skilled workers within a company.

3. Charismatic leaders create innovative initiatives and are great self-promoters. The keys to exploiting a great idea include the creation and implementation of a marketing plan. Through formalized communication structures like internal memos and newsletters or informal communication structures like disciples and supporters, charismatic leaders are able to self-promote within a company. Often this marketing strategy complements the overall goals of the company, which allows the charismatic leader to maintain influence.

Charismatic leaders create personal systems within an overarching corporate structure to gain influence as well as execute plans. A charismatic leader’s ability to see the gaps within an organization, thus allowing innovation, creates the perception of indispensability. The converts of a charismatic leader feel a sense of attachment and significance and are willing to invest their resources to be a part of a vision larger than themselves. As long as the charismatic leader’s vision aligns with the corporate mission, there is synergy. However, when the two are not aligned, the charismatic leader is fired or leaves the company to facilitate his vision elsewhere.

Republican Presidential Candidates Lacking Charisma?

2012-03-03T19:22:00.002-08:00

Fulfilling Business Needs Using Charisma

2012-03-03T15:01:00.000-08:00

Success Strategies of Charismatic Leaders

2012-03-02T18:44:00.000-08:00

Persuasive Techniques of Charismatic Leaders

2012-03-02T11:50:00.000-08:00

Charisma Today

Can Jerks Lead Effectively? Leadership Qualities of Charismatic Leaders and Narcissists

2012-02-28T11:30:00.000-08:00

A study conducted by professors at IMD business school, PennState, and Erlangen-Nuremberg University concluded that bosses that displaynarcissistic qualities perform better than average executives. CEO narcissism was displayed by the number oftimes CEOs’ photo appeared in annual reports, press releases, and their overallcompensation relative to their second in command (Greene, 2011). Green’sarticle further stated that, "Narcissists seethe potential for acclaim where others see excessive risk, but it's by no meansalways the case that in the end they get to hear the applause they crave,"says Professor Enders of IMD.

Narcissists and charismatic leaders often are so commonly link,one cannot determine where one personality trait ends and the other begins.While all narcissists are not charismatic, it is believed that all charismaticleaders have some form of narcissism greater than the average individual. Thehard-wiring of narcissists is highly Machiavellian in that they have“changeable” or mutable consciences. Instead of being tied to a specific methodof getting things accomplished, narcissists change their minds and paradigmaccording to the needs of the situation. Consequently, narcissists aredifficult to pigeon hole, because they adapt to a situation for the solepurpose of winning. As Vidal Gore oncestated, “It’s not enough to win, the other guy has to lose.” This need toachieve is believed to stem from early childhood experiences of degradationthat positioned the narcissist to excel at all cost. Lubit (2002) asserted thatnarcissists are inclined to leave projects unfinished once they become bored.Conversely, Fleming (N.D.) expressed that charismatic leaders become tied to aproject. So much so that the challenge is motivating the charismatic leader toleave or delegate power rather than remain, once the mission has beenaccomplished.

Charismatic narcissists are often more persistent than the average individualbased on the need to achieve. This drive is a benefit for organizations in thatthe charismatic will stay the course until the task is accomplished or deem thechallenges unwinnable. The downside is the unwillingness for charismatics toleave or create a succession plan once a goal has been achieved. Evidence alsosuggests that charismatic narcissists will abdicate the mission or foregoalliances if continuing on acts contrary to their self-interest.
All in all, charismatic narcissists can be beneficial in creating aninnovative, fast paced and groundbreaking environment for employees. Their “BigPicture” sentiments allow for individuals to feel a part of something biggerthan themselves. For charismatic narcissists, accomplishing a grandiose missionbecomes the driving force of their existence.

As demonstrated by musician Prince, Adolf Hitler and Joseph Stalin, the missionis so critical for vainglorious and self-aggrandizing measures, anyone whoposes either a threat or ceases to be valuable is eliminated. Charismaticnarcissists are persistent in their endeavors and will unload any baggage atwill. In their minds, they are indispensable where everyone else is expendable.

For organizations wrestling with charismatic narcissists, it isessential to weigh the pros and cons of this type of leadership. Fororganizations that are receding, irrelevant and complacent, charismaticnarcissists can be valuable for jump starting the organization. The cautionarynote is to have parameters, boundaries and oversight to the actions ofcharismatic narcissists. Not to have some measure of control is fodder for charismaticnarcissists to wreak havoc on the long term aspirations of the mission. Likefire, charismatic narcissists can be beneficial for building an organization orthey can obliterate everyone and everything around them if left unchecked.

References

Fleming,G.(N.D.). Student leadership styles: Charismatic leadership. About.comguide. Retrieved from: http://homeworktips.about.com/od/studymethods/ss/leadership_4.htmFf

Greene, N. (2011 Nov. 19). Researchers say: Narcissisticjerk-wads make the best leaders, study says. The Village Voice Blogs. Retrievedfrom: http://blogs.villagevoice.com/runninscared/2011/11/narcissistic_je.php

Lubit, R. (2002), ‘The Long-Term Organizational Impact of DestructivelyNarcissistic Managers’, Academy of Management Executive, Volume 16, Number 1,pp. 127–138.

Is President Barack Obama a Charismatic Leader?

2012-02-27T11:15:00.000-08:00

The Upside and Downside of Charismatic Leadership

2012-02-26T23:11:00.000-08:00

How Charismatic Leaders Build Teams

2012-02-25T01:59:00.000-08:00

3 Ways of Changing Someone’s Mind Using the Strategies of Charismatic Leaders

2012-02-20T22:02:00.001-08:00

The ability to influence the thoughts and behavior of othersis singularly the most important skill a person can possess. Dutton (2011) developed five strategies forchanging people’s minds, which include:

· Keeping your message, short, sharp, and simpleto convince the person it’s true

· Focusing on the benefits to an individual

· Surprising a person by providing an alternativeto his or her way of thinking

· Speaking with confidence and assurance

· Putting yourself in the other person’s shoes

Dutton’s framework is an excellent synopsis to changingsomeone’s mind or at least getting people to consider another point ofview. In this vein, charismatic leadersuse these techniques, but add a few more layers to changing not only a person’smind, but encouraging groups of individuals to consider a leader’sperspective. Some of the strategiescharismatic leaders use to change the minds of others are:

· Describing current conditions compared to theideal. Charismatic leaders fully understand that people act in theirself-interest and will generally change behavior when conditions are severelyuncomfortable. However, this discomforthas to resonate with an adverse situation that individuals fear. An example would be a real estate agent thatshows a prospective buyer a run-down house in a questionable neighborhood. Whenthe real estate agent shows the prospective buyer other houses in moredesirable surroundings, the buyer is more inclined to consider the latterhouses for purchase, because the buyer fears investing in a house where his orher quality of life will be harmed. Ifyou want to change the minds of others, exaggerate current conditions as beingabysmal and describe how accepting your recommendations would betransformational.

· Communicating to both regions of the brain. Charismaticleaders embrace Dutton’s idea of speaking with confidence and assurance, but goone step further. These leaders speak with passion and commitment that servesas a means of rattling the minds of others. Have you ever thought something to be true,but began questioning its validity once someone provided contrary facts andspoke with extreme passion? It was notjust an issue of not holding steadfast to your belief; it was the feeling ofuncertainty that came about through someone showing more emotion and logicbehind the idea. By demonstrating steeldetermination, passion, and confidence, you become more influential andpersuasive.

· Encouraging others to do small acts. Dr. RobertB. Cialdini is his book, “Influence: The Psychology of Persuasion” discussedthe impact of getting people to commit to small acts as a means of influencingbehavior. The basis of Cialdini’sconcept stems from the notion that if people begin acting on behalf of another personthrough small acts, the need to be seen as consistent encourages a level ofcommitment on people’s part. Charismaticleaders assign tasks to would-be converts and through small acts, the casualobserver becomes a full-fledged zealot to the mission of the leader. To changethe minds of others, create opportunities for participation. There is an old adagethat people support what they help create.

It is often said that the most challenging thing to changeis a made-up mind. By using the strategies of charismatic leaders, not only canyou change minds, but lead crusades that can be transformational to thespectators in life.

Reference

Dutton, K. (2011). Split-second persuasion: The ancient art andnew science of changing minds. Boston: Houghton Mifflin Harcourt.

The Practice of Charismatic Leadership

2012-02-20T10:56:00.002-08:00

How to Use Charisma to Network in Business Forums

2012-02-19T22:11:00.000-08:00

How Business Women Can Be Unstoppable Using Charisma

2012-02-18T16:02:00.000-08:00

Leadership Styles: The Value of Charismatic Leadership

2012-02-17T18:20:00.002-08:00

How to Build Self-Discipline Through the Examples of Charismatic Leaders

2012-02-13T17:54:00.000-08:00

Self-discipline is defined as “Training and control of oneselfand one’s conduct, usually for personal improvement”(Free Dictionary, n.d.). Often, individuals fail to achieve any modicumof success because they lack the self-discipline to formulate and execute plans. Charismatic leaders exemplify phenomenalself-discipline in achieving their objectives. Nayab (2011) noted that “Charismaticleadership is leading by dint of personality and charm, instead of relying onany external power or authority.” Nayab further suggested that charismaticleaders tap into the moods and concerns of individuals as well as largeraudiences, and hone their words and actions to suit the situation.

Also, Nayab outlinedthe major behavioral attributes of charismatic leaders to include:

· Sensitivity to the environment and member needs

· Articulation of a clear-cut vision shaped to thesituation

· Effective use of body language and verbal language

· Personal risk taking and unconventional behavior

· High self-belief

· Displaying confidence in follower's ability

To achieve success among individuals and withinorganizations, you must develop self-discipline. You can begin the process of developingself-discipline by emulating the traits of charismatic leaders by:

1. Definingyourself by your performance. Charismatic leaders are relentless, because completinga crusade or mission is tied to their self-identity and self-worth. Theseleaders are internally motivated and adopt self-criticism as a means ofmonitoring their behavior as well as evaluating their actions. Colleagues andsupporters are less incline to evaluate charismatic leaders due to either alack of intellectual vigor or fear of being disapproved by the leader. Contraryto commentators who separate an individual’s vocation from his self-identity, developinghigh levels of self-discipline requires the melding of one’s vocation withone’s identity.

2. Developing productive habits. Psychologistssuggest that an act requires at least twenty-one times of repetition before ahabit is formed. Colvin (2006) suggestedthat talent has little to nothing to do with greatness. He noted that it takesa minimum of ten years or ten thousand hours of “deliberate practice” toachieve world class status. Charismatic leaders work hard and long because theybelieve that only they can accomplish epic feats. Hours and years of relentlessstudy, practice, and reflection are the foundational principles for not onlyachieving greatness, but creating a life of discipline.

3. Committing to the process rather than the outcome. Becausecharismatic leaders judge themselves by their performance, they commit to theprocess with the expectation of specific results. However, they ingratiatethemselves to the process as “actors,” because the process or system is thefundamental mechanism they can control. Charismatic leaders see a directcorrelation between their actions and the desired outcome. Consequently, if youwant to improve your self-discipline, commit to your plan, deviating only forimprovement and changing situations, and weigh the outcome against the process.

4. Avoiding procrastination. Charismatic leaders live by asystem of planning and scheduling. Triaging or determining essential tasks tobe achieved by order of importance is another factor for achieving self-discipline. These leaders may put off tasks to a laterdate, but rarely reschedule important tasks that are time sensitive. In fact, charismatic leaders become agitatedeven when a non-essential task has been put off too long. This agitation refersessentially to the performance-driven orientation of these leaders.

Because charismatic leaders rely on their own personalityand ingenuity rather than external power or authority, their self-discipline isindispensable to their achieving phenomenal success. Your ultimate personal andprofessional success lies in your ability to be a self-regulated machine thatdetermines that performance, habits, and commitment are not only niceties, buta way of life. For charismatic leaders,life is as much a destination as it is a journey.

References

Colvin, G. (2006 Oct. 19). What it takes to be great. CNNMoney. Retrieved from : http://money.cnn.com/magazines/fortune/fortune_archive/2006/10/30/8391794/

Nayab, N. (2011 May 20). Modern leadership styles in thechanging world. Bright Hub (website). Retrieved from: http://www.brighthub.com/office/home/articles/73968.aspx

Self-Discipline Defined (n.d). The Free Dictionary (Farley).Retrieved from: http://www.thefreedictionary.com/self-discipline

The Relationship Between Charismatic Leaders & Followers

2012-02-12T10:19:00.001-08:00

How to Train to Speak Like Charismatic Leaders

2012-02-11T18:20:00.001-08:00

Charismatic Leadership Meets the Tenacious Leader

2012-02-10T15:34:00.001-08:00

Listen to internet radio with CharismaLive on Blog Talk Radio

How Women Can Use Charisma to Speak More Assertively

2012-02-10T10:41:00.001-08:00

Effective Communication: How to Emulate Charismatic Leaders When You Speak

2012-02-10T10:38:00.001-08:00

Effective Communication Using Flair & Charisma

2012-02-07T13:16:00.000-08:00

What distinguishes those individuals who are at the top of theirprofession versus those who, while successful, may not share a similarposition? The answer is flair, charisma, and showmanship! Personalities thatrevolutionize an industry are those who are able to capture the imagination oftheir audiences. The late Pop star Michael Jackson, magician David Copperfield,and animal trainers Siegfried and Roy, are a few examples of individuals whohave risen to the highest heights in their fields by being expert showmen.

Like most things in life, people who possess flair and charisma are not bornbut made. The most mundane speaker can learn how to capture an audience'sattention by adding flair to his presentation. Here are a few tips:

1. Bring or Create Your Personality on Stage- Speakers are closely aligned withactors and actresses because they are often required to re-create reality onstage. Speakers who are extroverts bring that personality to the stage. Theyengage the audience by penetrating their emotions as well as appealing to theirlogic. These speakers add color and verve to their presentation by the use ofanecdotes, analogies, drama, and humor. The presentation takes on a life of itsown. Extroverts are often jokingly referred to as "hams".

Speakers who are introverts can create an extroverted personality on stage. Theintrovert must see himself in a bigger- than- life role by envisioning how hewishes the audience to respond. The introvert may be totally different onstage than in private. Through imagery,he creates the moves, verbiage, and nuances that he wishes to become. By inundating the mind with these pictures,the introvert becomes an exciting speaker on stage contrary to his slight and indistinctmanner off stage. You can choose to bring your personality on stage or createthe personality you think most effective.

2. Develop Your Own Sense of Style- The speaker who develops a unique stylewill have a more effective presentation over imitators. A speaker's haircut, clothing,brand of humor, and animated gestures, become his trademark. The challenge fora speaker in developing flair is to constantly enhance one's true self. If you push yourself too far out of the sphereof authenticity, you become a caricature of yourself. Also, it is important thatone's flair should remain in the sphere of proper social etiquette. Any personadeemed "outlandish" might have a negative impact on the audience.

3. Develop a Regimen that Enhances Flair- Athletes often take ballet and dancelessons to become more graceful and coordinated. As speakers, the mostimportant part of our presentation is our non-verbal language. Ballet and danceenhances a more rhythmic flow of natural gestures. For those who cannot affordballet and dance lessons, your living room and a good CD player will do. Dancing to your favorite songs positivelyaffects your body movements and gestures. Also, you may vary voice rate and variation by reciting alphabets orreading aloud from your favorite novel. A regimen helps condition the mind toduplicate efforts when giving a presentation. The harder one adheres to aregimen to enhance flair, the natural it will become when it is time to give apresentation on-call.

4. Study Entertainers in Different Fields- Effective entertainers and speakersshare certain traits. One trait is their ability to captivate the audiencethrough emotions. Another trait is the ability to produce memorableperformances in the minds of their audiences through intellect. You expand yourchoices of speaking styles by viewing personalities in other fields. Yourcreative energies are heightened by stretching the possibilities of maintainingaudience interest.

Placing flair and charisma in your presentation is a learned art. A mundanespeaking style does not have to be a way of life. If you want to have moredazzling presentations as well as make speaking a profession, learn how todevelop flair. With flair, you will talk your way into the hearts and minds ofyour listeners.

How to be Charismatic to Distinguish Yourself within Your Profession Using the Lessons Exhibited by Charismatic Leaders

2012-02-06T19:54:00.000-08:00

In today’s economy, it is difficult for employees to totallycommit to a company that may terminate them based on market conditions. Out of fear, employees may go the extra mile,but look for other opportunities to rid themselves of this fear. The greatest challenge for corporations isgaining the loyalty employees once had for companies. On the other hand, employeeshave to distinguish themselves and create an illusion of indispensability. Charismatic leaders stand out in theirprofession. Developing charisma is oneway of distinguishing yourself in creating an air of indispensability. There are few things you can do to enhanceyour charisma and create a greater impression within your profession.

1. -- Become an opportunist. One of the greatest gifts charismatic leaderspossess is the ability to seek out, create, or exploit opportunities. By lookingvigilantly for opportunities to develop a new skill set, lead a project, ortake classes, prepares you to become more marketable in creatinginterchangeable skills. In this economy,employees must become self-directed research experts. By asking and answering questions such as: Whattrends are being forecasted in the coming year? What industries show thebiggest opportunities for growth? Whatare your strengths for forging ahead within your current industry? By having an eye toward developinginterchangeable skills, you develop confidence in your ability to adapt tochanges in the marketplace.

2. Create disciples within your ranks. The idea behind loyalty stems from the beliefthat relationships are symbiotic and mutually beneficial to the participatingparties. In other words, the more value you create for individuals within anorganization, the more loyal these individuals become towards you. Byfulfilling latent or hidden needs within people, they become your eyes, ears,and mouthpiece within the organization. By becoming the “go to” person within yourorganization, you become known inside and outside the organization as a personwho can get the job done as well as breed loyalty within employees. The abilityto read and fulfill the needs of individuals is a valuable trait during timesof uncertainty. Charismatic leaders create disciples by recruiting, grooming,and setting standards for followers. Inturn, followers try to reciprocate by meeting these standards.

3. Create a company around your skills. Becausecharismatic leaders become viscerally connected to their personal vision, theyalways have their own agenda even when employed within a company. By creating your own company, if only as ahobby, you are self-assured of your ability to compete in the marketplace. Consequently, you create a balance of power byhaving your own corporate entity as you contract your skills with your currentemployer. Individuals with options think and act more powerfully thanindividuals without options. The abilityto be psychically free to choose courses in life is the cornerstone ofcharismatic leadership. These choicesallow for greater creativity, happiness and income potential. By having actualand potential streams of income allow for employee agility and mobility. Assessing, creating, and exploiting opportunitiesare the essentials for distinguishing yourself within your profession.

How Employees Can Emulate Charismatic Leaders to Find the Ideal Job

2012-02-05T09:47:00.001-08:00

How to Build Self-Confidence Like Charismatic Leaders

2012-02-04T10:32:00.001-08:00

The Definition of Charisma

2012-02-04T05:26:00.001-08:00

How Managers Who Are Introverts Can Become More Charismatic

2012-02-03T10:44:00.001-08:00

Great Leadership through Charisma

2012-01-30T00:14:00.000-08:00

Warren Bennis and Burt Nanus assert in “Leaders: TheStrategies for Taking Charge,” that “charisma is the result of effectiveleadership, not the other way around.” A recent report on the measurability ofcharisma co-authored by Kenneth Levine, Communications Studies Professor at theUniversity of Tennessee at Knoxville, suggests that traits like: empathy, goodlistening skills, eye contact, enthusiasm, self-confidence and skillfulspeaking are measurable by social scientists. After surveying students toassess the means of defining and characterizing charisma, these learnabletraits were viewed as the hallmark of charisma. Following this line of thinkingto its logical conclusion suggests that any individual demonstrating thesetraits would be described as charismatic. In this sense, charisma would be theaffectation of certain physical traits, not a specific personality trait orworldview. In this context, charismatic traits are not inborn, but learned.Going even farther, one could assert that the world would have more charismaticleaders if only more individuals possessed these physical traits. This notionis contrary to the work established by Charisma Researcher Edward Brown of CoreEdge Image & Charisma Institute.

Brown asserts that traits like eye contact, effective listening skills,enthusiasm, passion and other traits are the manifestations of charisma, notcharisma in its pristine form. If everyone learned the skills for becoming morecharismatic, there would not be a larger number of charismatic leaders, but alarger number of people demonstrating charismatic traits. Brown is careful tonot “split hairs,” when demarcating the differences. The likes of AdolphHitler, Alexander Hamilton and Martin L. King, Jr. represent perspectives ofgrand ideas that transcend the physical mannerisms of charismaticpersonalities. Charismatic traits are the means by which charismatic leadersexpress ideas. The reason there would not be more charismatic leaders in theworld if more people learned these behaviors (greater eye contact, empathy,effective listening, etc…) is because these individuals would not necessarilybe motivated by compelling ideas. This is the critical distinction betweencharismatic personalities and individuals exhibiting charismatic traits. Inaddition, when charisma is measured based on these physical attributes, theresults could be a “false positive.” Yes, one may score high on charismaticmannerisms, but low on the ability to create transformational ideas. Thedistinction can be characterized as one merely going through the motions versusone who thinks, feels, analyzes, synthesizes and embodies a crusade or mission.To relegate charismatic leaders to mere “actors” would suggest that behind themask is a chameleon who seeks merely to inspire good feelings within othersrather than transform a specific human condition. This is largely whycharismatic leaders have been more effective during times of crisis andinstability. Charismatic leaders believe they are best suited for the situationat hand, which encompasses ego, narcissism, insecurity and visions of grandeurwhich are inextricable traits within charismatic personalities. Individuals whoscore high on charismatic scales would view such traits as oppositional totheir self-image as well as antithetical to their ideals on charisma.

Measuring charisma and its manifestation is valuable for developing moreeffective interpersonal skills within organizations. The ability to coordinateand create alliances will always be indispensable to the viability oforganizations. However, there must be a distinction between what it means to becongenial versus what it means to be transformational within organizations. Toconfuse the two would merely create more questions than answers.

How Charismatic Leaders Influence Organizations

2012-01-29T10:50:00.001-08:00

Leadership Training for Aspiring Charismatic Leaders

2012-01-28T11:04:00.001-08:00

Effective Communication: How to Speak with Charisma & Flair

2012-01-27T17:27:00.001-08:00

How to Make Money Using the Tactics of Charismatic Leaders

2012-01-22T14:16:00.000-08:00

Chief executive officers (CEOs) who exude intelligence,optimism and leadership don’t necessarily help their companies perform betterthan less charismatic counterparts – but they do tend to draw higher salariesand better perks (Tosi & Hoover, 2002). Tosi and Hoover suggested that the University of Florida study comparingthe salaries of charismatic CEOs versus non-charismatic CEOs showed thestrength of a charismatic CEO in affecting his or her salary. However, Tosi and Hoover did not articulate thenecessary optimism and skills charismatic leaders bring to a company that breedsa large degree of trust, confidence, and productivity within employees. Thereare few things that charismatic leaders do to increase profitability withintheir companies that you can emulate to increase your earning potential.

1--- Charismaticleaders are innovative. Charismatic leaders are relentless in discoveringinefficiencies and ways for improving them. These leaders have a preternaturalway of finding gaps within companies as well as the marketplace. The late SteveJobs of Apple is an excellent example of charismatic leaders’ ability toinnovate. By looking at the marketplace and the emerging needs of consumers,Apple’s invention of I-Tunes transformed the music industry into marketing andselling music online differently. If you scour inefficiencies within yourcompany, industry or marketplace looking for products or services that meet theneeds of customers, but have not be invented yet, you have hit on a potentiallymoney making venture. You don’t even have to invent a product or service.Merely tweak existing products and services to improve on functionality and it canlead to profitability.

2--- Charismaticleaders lead missions and crusades. Since 1982, the Susan G. Komen for the Curehas raised more than $1.5 billion towards breast cancer research. Thisfoundation and mission was started as a result of Susan Komen dying of breastcancer at the age of thirty-three. As ofMarch 2009, Komen CEO Hala G. Moddelmog earned a salary of $459, 406.00 (Yahoo!Voices, 2010). Obviously, The Cure was ahumanitarian mission devoid of personal financial gain. However, charismatic leaders use personalhardships, setbacks, and failures as a springboard to immersing themselves intoa crusade. In this vein, charismaticleaders can do good and well simultaneously. If there is a cause you believe in that wouldenhance your life, designate yourself the CEO and create a foundation aroundyour cause. With the right message that taps into a core need within a specificpopulation, you can help eradicate a social or health issue as well as create acomfortable living.

3--- Charismaticleaders develop alliances that are mutually beneficial. During the 1990’s,Multilevel Marketing (MLM) was hugely popular for individuals looking for waysto gain financial freedom. Mary Kay, ACN, Amway, and host of other MLM opportunities paved the way forindividuals to create income at the ground level. Unfortunately, many participants becamedisillusioned because financial returns were not immediate and expectationswere not met. Charismatic leaders are effective at picking up the ball whereothers have dropped it. By creating a product or service where participants areable to make money through partnerships or the selling of your product/servicesfor a fee, you can use the same business model as MLMs and attract individualslooking for such business opportunities.

4--- Charismaticleaders are effective at finding hidden opportunities. As visionaries, charismatic leaders seeopportunities where others may see despair. A friend recently reported herdaughter buying inexpensive items at consignment shops and selling these itemson EBay for 200% above the originally purchased price. By leveraging theauctioning platforms on the Internet, you can begin selling items that formerlywould have merely rested on the shelves of second-hand stores.

Charismatic leaders make a decision on whatthey want in life and doggedly pursue their aspirations until they haveachieved their objectives. If you set your mind to making more money followingthe tactics of charismatic leaders, you can build a profitable organization thatprovides your desired lifestyle.

References

Szabo, L. (2010 Sept. 29). A ‘promise’ spurred Susan G.Komen breast fight. USA Today (online). Retrieved from: http://www.usatoday.com/yourlife/health/medical/breastcancer/2010-09-30-Promisebook30_CV_N.htm

Tosi, H. and Hoover, A. (2002 July 2). UF study: Charismaticceos more effective…at snaring higher pay. University of Florida News. Retrieved from: http://news.ufl.edu/2002/07/02/ceocharisma/

Yahoo! Voices (2010). Nonprofit ceo salaries: Jobs that paywell over 300k a year. Retrieved from: http://voices.yahoo.com/nonprofit-ceo-salaries-jobs-pay-well-over-300k-5826210.html?cat=31

Leadership Training for Aspiring Charismatic Leaders

2012-01-16T20:05:00.000-08:00

Leadership training has and always will be a significantpart of organizational development. Unfortunately,organizations are not becoming more effective with the onslaught of newleadership models, because many, if not most, fail to consider the model thatbest fits the personality of the manager. There may be consensus among researchers about what components should gointo a leadership program, but very little feedback on dissecting the manager’spersonality and the leadership model best suited for that personality. Amisano(n.d.) asserted that an effective leadership program should have thesecomponents in the curriculum:

· Effective Communication—Learning the essentialparts of effective communicating, includes: active listening, paraphrasing, andmotivation.

· Influencing People—Enlisting positivereinforcement and persuasive techniques that inspire employees towardcontributing to the mission of the organization.

· Management—Outlining and implementing how eachperson fits into the structure of the organization.

· Build Trust—Being reliable by leading withopenness and competence.

· Delegate—Sharing tasks and responsibilities thataffect the long term benefits of the organization.

Although Amisano outlined the essentials for a generalleadership development training program, charismatic personalities may requireextensive self-study supported by the disciplines within the Humanities. The psychodynamics of historical figures fromNapoleon Bonaparte to Bill Clinton suggest that charismatic leaders have apreternatural curiosity about human nature and leadership training for aspiringcharismatic leaders should focus on subjects within Liberal Arts (Literature,philosophy, history, social sciences, etc…). Charismatic leaders are shaped and formed by their heroic deeds and needto connect with historical figures that embody their aspirations. Specialized training for aspiring charismaticleaders should entail the following components.

---Charismatic leaders are case study driven. The missionary zeal that charismatic leaderspossess necessitates training that point to epic heroes and triumphs inhistory. Reportedly, Alexander the Greatwas influenced by the hero in Homer’s “Iliad.” Julius Caesar and NapoleonBonaparte were believed to have been influenced by Alexander the Great. Training for aspiring charismatic leadersshould tap into their vivid imaginations and great ambitions. Charismatic leaders do not merely want toexcel within an organization; they want to transform the industry.

---Charismatic leaders have advanced oratorical skills. Amisanospoke about the need for effective communication skills that involved active listening,paraphrasing and motivation. However,charismatic leaders use advanced oratorical skills, not only to arouse emotionswithin audiences, but to transform initiatives through direct action byemployees. Dr. Martin Luther King, Jr. might have listened to his Civil Rightscohorts behind closed doors, but his tool for transformation came from hisoratorical skills at the podium. Charismatic leaders are well versed atcreating imagery that inspires and encourages audiences to achieve a mission. Leadership training for aspiring charismaticleaders should focus on persuasive speaking. The ability to speak with passion, clarity, and specificity are thepowers that charismatic leaders possess that make them iconic.

-----Charismatic leaders are known for beingvisionaries. Actually, charismatic leaders are excellent at dissectingand deciphering inefficiencies within an organization. The visionary traitsattributed to charismatic leaders are often a result of compiling facts,critical thinking, and finding solutions to various problems. The lateSteve Jobs of Apple is an excellent example of a charismatic leader’s abilityto discover inefficiencies within the marketplace. By looking at themarketplace and the emerging needs of consumers, Apple’s invention of I-Tunestransformed the music industry into marketing and selling music online differently. Leadership training for aspiring charismatic leaders should include problemsolving exercises that enhance their critical thinking skills.

Like any leadership development program,curriculum should be created that invigorates and motivates aspiringcharismatic leaders to flourish where they exhibit the greatest strengths. Bydeveloping leadership training that addresses the visceral aspects of anindividual, more leaders will emerge, generally, and more charismatic leaders,specifically.

References:

Amisano, C. (n.d.). Components of leadership training.eHow(Money). Retrieved from: http://www.ehow.com/list_6054344_components-leadership-training.html

How to Start Your Own Business Using the Strategies of Charismatic Leaders

2012-01-09T10:40:00.000-08:00

Some experts suggest that the best time to start a businessis during recessionary times as a means of personal fulfillment and a way tojump start the economy. Severalsuccessful companies got their starts during economic upheaval. Strauss (2003) noted that:

16 of the 30 corporations that make up the Dow Jones industrial average got their starts during recessions.
Disney began during the recession of 1923-24.
Hewlett-Packard was begun during the Great Depression (in 1938).
Microsoft began during the 1975 recession.

However,starting a business during a recession as well as times of prosperity is achallenging task requiring prudence and effective planning. Since most aspiringbusiness owners will most likely begin their business with limited capital andpaltry business contacts, personality, passion, and persistence will be yourgreatest resources. Charismatic leaders operate most effectively when they lackthe necessary capital and connections that would prevent traditional leadersfrom attempting the task. By followingthe strategies of charismatic leaders for starting your own business, you canthrive during recessionary times. Here are a few strategies of charismatic leaders.

---Charismaticleaders are known for being visionaries. Actually, charismatic leaders are excellent at dissecting anddeciphering inefficiencies within the marketplace. The visionary traitsattributed to charismatic leaders are often a result of compiling facts,critical thinking, and finding solutions to various problems. The late Steve Jobs of Apple is an excellentexample of charismatic leader’s ability to discover inefficiencies within themarketplace. By looking at themarketplace and the emerging needs of consumers, Apple’s invention of I-Tunestransformed the music industry into marketing and selling music differentlyonline. If you see businessopportunities that are either being underutilized or could be done more efficiently,this is the area you should take advantage. Charismatic leaders create missions and crusades around problems theyobserve in society. Starting yourbusiness should be pursued as if it’s your life’s mission to solve a compellingproblem with your products or services.

---Charismatic leaders temper passion with relevancy. It isfallacious to believe that “If you build it, they will come.” Many businesseshave failed because the owner believed that because he or she liked the productor service everyone else would like it also. In the last few years, Starbucks has begun shuttering underperformingstores to increase its revenue and curtail “over growth.” Starbucks attemptedto rival the growth of McDonald’s and found that its passion for coffee neededto be tempered with its corporate mission. Starbucks was designed to be a “third place” away from home andoffice. By attempting to retail coffeeas McDonald’s retails food, it became slightly irrelevant. As you start your business, be passionateabout your product or service, but also be passionate about serving the needsof the population you want to attract.

---Charismatic leaders use current technology to lessenlabor intensity. Charismatic leaders arehighly versed in managing people for increased productivity. However, charismaticleaders develop advanced people skills as a means of accomplishing a missionthrough human labor. At the end of theday, accomplishing the mission is what charismatic leaders define themselvesby. Consequently, the emergence of software technology has allowed businessowners the ability to accomplish tasks with less human capital. Theself-service checkout lanes in Kroger and Publix supermarkets are excellent forcustomers who wish to pick up a few items (usually 20 items or less) andhurriedly leave the store. These stores could hire more personnel, but theautomated check-out system encourages customers with limited shopping needs tofeel as if picking up a few items does not expend a great deal of time. Shortershopping times encourage return customers. As you start your business, becomeacutely aware that your ultimate goals are creating a quality product orservice and making a profit. If thelatest software allows you to increase your profitability with less humancapital, invest in the latest software.

Personality, passion, and persistence are the core traits ofcharismatic leaders. By emulating the traits of charismatic leaders as youstart your business, you are not only on the road toward financial success, butpersonal fulfillment.

Reference

Strauss, S.(2003 March 3). Time to start your business may be now. USA Today (online). Retrieved from: http://www.usatoday.com/money/smallbusiness/columnist/strauss/2003-03-03-start_x.htm

4 Charismatic Leadership Lessons for Developing Your Leadership Skills

2011-12-26T14:21:00.000-08:00

The charismatic leadership model is the predominantleadership model where sheer personality, imagination, and tenacity reaprewards. As you create new resolutionsfor meeting your future business and professional goals, consider these lessonscharacterized by charismatic leaders.

1. Charismatic leaders are known for being visionaries.Actually, charismatic leaders are excellent at dissecting and decipheringinefficiencies within organizations. The visionary traits attributed tocharismatic leaders are often a result of compiling facts, critical thinking,and finding solutions to various problems. If you observe organizational lapses in your company, where revenue canbe improved, begin formulating strategies and proposals that address theseinefficiencies. Charismatic leaders create missions around solving problems andwill implement solutions inside the current organization or create a new organizationaltogether.

2. Charismatic leaders create disciples within organizations.The passion and clarity of focus demonstrated by charismatic leaders stem fromtheir need to implement initiatives by persuading others to participate. Charismaticleaders gain loyalty by tapping into latent or hidden needs. Your ability to be more persuasive isdirectly related to your ability to understand the desires and motivation ofpeople around you. As you fulfill theseneeds, loyalty and participation by others grow.

3. Charismatic leaders are extremely introspective. Althoughcharismatic leaders are known as “people persons,” their greatest mentalreplenishment comes from solitude and self-reflection. Charismatic leaders are visceral thinkers andrequire large chunks of time to ponder on their thinking process as well as theissue at hand. Begin spending more time in scheduled solitude to allow yourthoughts to flow that hinge on solving problems or creating alternatives tobrighter horizons.

4. Charismatic leaders are performance driven and relentless. Oncecharismatic leaders set their course on a mission, nothing can thwart themoutside of accomplishing the mission. In fact, charismatic leaders often definethemselves by immersing themselves in the mission. Charismatic leaders do not see failure as anoption. They may change gears, but will never give up the mission until it iscompleted. If you want to become more effective within your professionalendeavors, create a plan and relentlessly stick to it until you either lack thecapacity to go any further or you complete it. Failure should never be anoption for you.

Learning to extract the traits that make charismatic leadereffective is an ongoing process. But, if you begin emulating how charismaticleaders transform organizations and fulfill professional aspirations, you canachieve similar results.

How to Use Charisma During Job Searches and Interviews to Increase Your Hiring Opportunities

2011-12-20T00:12:00.000-08:00

In November 2011, the unemployment rate reportedly dropped to 8.6% from 9% (Izzo, 2011). For those who were able to secure a job, this was good news. However, for the millions of Americans still searching for employment, the news did not move the needle one iota. The pain and despair of perpetual unemployment for job seekers can be disheartening to say the least. However, there are a few tips and tactics job seekers can enlist to enhance their charisma during job searches and interviews. Although many employers take the “Don’t call us, we’ll call you” approach, job seekers can obtain an edge by developing their charisma. Historically, charismatic leaders have performed best during times of uncertainty.

During job searches, seize any opportunity for personal contacts and connections. Employers go to luncheons, business forums, and conferences to network and share their knowledge. Job seekers, who stay informed by perusing calendars in business newspapers and chronicles for upcoming events, can establish connections by merely going to these venues. Comedic film maker Woody Allen reportedly said that Ninety percent of life is just showing up. Over time, this statement has been transformed to say 90% of success is merely showing up. If you relentlessly show up and creatively engage employers, your odds of landing a job increase.

When making contacts, use charisma and the art of engagement. It is understandable that an individual who has been out of work for a considerable amount of time will not be the most confident and engaging. However, if you are attempting to impress employers, it is imperative that you become a great actor when lacking enthusiasm. People respect strength over weakness and empowerment over begging. Mentally determine that you are in business for yourself and create inexpensive business cards highlighting your expertise. By operating as a free agent, you stress your abilities as a contractor looking for opportunities, which provides you leverage in creating alliances. By asking “open-ended” questions that require extensive responses, as you represent yourself as a problem solver, you create memorable experiences that tap into the employer’s emotions and intellect.

During job interviews, give employers a snap shot of what working with you would be like. When President Obama was campaigning to get elected, he created images that gave the American people a sense of what he would be like as president. Obama’s airplane had his logo attached to it reminiscent of Air Force One. He would create opportunities to go abroad where throngs of crowds would gather to hear him speak creating the image of having Foreign Affairs experience. Every Obama campaign tactic allowed Americans to feel comfortable with a potential Obama Administration. By conducting yourself as if you are already a part of the company (Having done your research about the company), you give the employer a sense of the benefits for hiring you.

Use stories, animation, and passion to persuade employers. Typical interview questions begin with “Tell me a time when you…” prompting you to share relevant experiences that speak to your job qualifications and ability to fit into the corporate setting. By realizing that your performance is an audition for a part in the company, you should make every effort to draw an employer in with your enthusiasm. Many individuals operate at the bare minimum, but energetic people inspire and motivate others toward excellence. By demonstrating a proven track record of accomplishments, you encourage employers to want to hire you as an asset to the company.

During these uncertain times, there are no quick fixes to securing a job. However, by embracing the notion that charisma entails adopting the rules of engagement and a strategic mindset separates you from competitors. Throughout the annals of history, charismatic leaders have used sheer personality, determination, and fortitude to achieve a mission when no one else believed in the feasibility of their efforts. By following the precepts used by charismatic leaders, you can accomplish your mission of finding your ideal job.

References:

Izzo, P. (2011 Dec. 2). Why did the unemployment rate drop? Wall Street Journal (online). Retrieved from: http://blogs.wsj.com/economics/2011/12/02/why-did-the-unemployment-rate-drop-5/

How to Develop Charismatic Leadership Skills

2011-12-12T19:09:00.000-08:00

Although there is a shortage of effective leaders in the marketplace, there is even more of a shortage of charismatic leaders. The recent death of Apple’s Steve Jobs not only represented an end of an era, but the passing of a charismatic leader who made technology sexy. To be able to add personality to inanimate objects could only stem from the imagination of a charismatic leader. However, there are a few things an aspiring leader can cultivate in developing charismatic leadership skills.

1. - Charismatic leaders are great innovators. Innovation comes through having a preternatural curiosity about how systems work and uncovering the gaps that make systems less efficient. Using Jobs as an example, he saw that Pop culture was influencing the behavior of individuals. Although technology had to have a utilitarian value attached to it, it also needed to be attractive and engaging. Taking cues from the fashion, entertainment, and automotive industries, charismatic leaders discover the latent desires of consumers and fulfill these desires with objects of affection. To develop your charisma, passionately focus on a challenge within your industry and turn solving problems into a mission. You will gain a following by evangelizing, writing, and developing practical solutions to problems.

2. - Charismatic leaders are introspective. Charismatic leaders spend a lot of time reading, thinking, and synthesizing disparate ideas. Although, charismatic leaders are viewed as “great people” persons, a lot of their time is spent pondering ideas in solitude. Charismatic leaders define themselves by their performance. In the movie, “A Beautiful Mind” with Russell Crowe, John Nash had an insatiable desire to create an idea that would gain him recognition and distinction. Many charismatic leaders are similarly motivated. By pondering and sharing the ideas of personal unresolved and unfulfilled aspirations, charismatic leaders become more engaging to adoring participants. By spending more time reveling in the field of ideas, you become more imaginative and heroic in your pursuits.

3. - Charismatic leaders speak with specificity. Although charismatic leaders are noted for passionate and effective oratory, it is their ability to speak with specificity and detail that makes them magnetic. By providing clear, precise, and practical information, employees are able to see their role in an overarching vision. If you begin breaking a mission down step-by-step with passionate oratory that speaks to the long term manifestation of an idea, you will not only free the employee of ambiguity, you will inspire the employee to create options to the mission you may not have considered. In the end, clear and concise communication is used as a motivational device.

Steve Jobs created Apple using many of these traits. If you see your role on the world’s stage as either transformational or merely trying to positively affect your department, using the strategies of charismatic leaders will allow you to have an edge within your industry.

How to Use Charisma to be More Persuasive

2011-12-05T12:05:00.000-08:00

Charismatic leaders have a preternatural way of influencing and getting people to do things for them. When taking to extremes, these talents can be viewed as manipulative. However, when accomplished with a sense of mutuality, all parties can benefit from the relationship. The following techniques are used by charismatic leaders to persuade others.

1. Charismatic leaders seek to fulfill hidden as well as expressed needs of others. Charismatic leaders are versed in human nature and know that individuals will generally respond to requests when these requests are tied to a core need within the individual. Charismatic leaders ask questions to determine these needs by tapping into the emotional as well as mental dynamics of individuals. Open-ended questions such as “That’s interesting, what is the greatest challenge you regularly experience in your company?,” help charismatic leaders determine a person’s motivation. By empathizing and sharing experiences that relate to the individual, charismatic leaders create initiatives that recruit people who have a vested interest in a mission.

2. Charismatic leaders speak with passion and specificity. Contrary to popular beliefs about charismatic leaders, they are not “pie in the sky” visionaries who spout impractical and lofty ideas. Charismatic leaders are adept at spotting opportunities and speak directly about the benefits as well as the challenges surrounding a mission. The passion by charismatic leaders stem from their willingness to “own” or personalize initiatives. The personalization of a mission takes on a crusade-like zeal that becomes infectious to potential supporters. Also, Charismatic leaders articulate the completion of tasks within a step-by-step plan that inspires followers to embrace the feasibility of a mission.

3. Charismatic leaders are relentless. Because of personalization and the feasibility of a challenging mission, charismatic leaders judge themselves by their performance. For charismatic leaders, achieving a goal is not merely meeting an objective, but a self-defining opportunity to prove their worth. The tireless efforts of charismatic leaders stem from their identity being wrapped into the mission. As a result, followers are inspired by the leader’s commitment.

To emulate the leadership qualities of charismatic leaders, determine what your core needs are, adopt a mission as your own, commit to it, and execute activities until the mission is complete. By demonstrating and implementing these traits, you will not only find your passion for projects, but people will follow you based on their self-interest.

How Charismatic Leaders Become Influential within Companies

2011-11-28T02:04:00.000-08:00

The charismatic leadership model is fundamentally the only leadership model where the leader’s sheer personality, tenacity, and vision garner respect, adulation, and power. There are a few ways that charismatic leaders become influential within companies.

1. Charismatic leaders have a larger vision past the current company. When the late engineer John DeLorean designed the Pontiac GTO, Firebird, and Grand Prix for General Motors, it was almost certain that he would one day have to form his own company. The ego and drive for self-determination by charismatic leaders assures that they will become contentious with the managers of the organization. Later DeLorean would form the DeLorean Motor Company, maker of the DeLorean DMC-12 sports car. By having a compelling vision and marketable skills, Charismatic leaders are able to wield power inside and outside of a company. The fact that charismatic leaders have talents that can be leveraged for optimal positioning allows them to gain influence within a company until he is either forced out or leaves the company on his own.

2. Charismatic leaders recruit and attract disciples within a company. Employees who admire a charismatic leader’s personality and ambition will emulate his style as well as jockey for roles on projects led by the leader. Through these disciples or supporters within the company, charismatic leaders create internal networks that facilitate the acquisition and distribution of information. Such information allows the charismatic leader to be knowledgeable about upcoming threats and opportunities. Because charismatic leaders are agile and mobile when exploiting opportunities, they can determine if an opportunity allows them to play a larger role within a company or leave to set up operations elsewhere. In this vein, supporters might be inclined to leave with the charismatic leader causing a potential drought of skilled workers within a company.

3. Charismatic leaders create innovative initiatives and are great self-promoters. The keys to exploiting a great idea include the creation and implementation of a marketing plan. Through formalized communication structures like internal memos and newsletters or informal communication structures like disciples and supporters, charismatic leaders are able to self-promote within a company. Often this marketing strategy complements the overall goals of the company, which allows the charismatic leader to maintain influence.

How Charismatic Leaders Handle Difficult People

2011-11-21T02:24:00.000-08:00

Although charismatic leaders are skillful at handling people in general, they are strategists at handling difficult or hard to get along with people who may be impediments to their goals. Charismatic leaders handle difficult people by:

1. Making an assessment about the social environment they enter. Before any actions are made, charismatic leaders determine the personalities and behaviors of the individuals within an environment. If for example, a manager micromanages a department, the charismatic leader is observational and cautious before interacting with the manager. In this instance, difficulty often stems from the manager’s need for control. The charismatic leader does not give up personal power, but is willing to share power by establishing non-verbal communication boundaries with the manager. The charismatic leader “picks his battles” by determining which issues to address and which issues to ignore.

2.Choosing to be respected rather than to be loved. Charismatic leaders adore being admired, but never at the behest of being disrespected. Difficult people often prey on the weak and will continue exercising disempowering behavior as long as the conditions allow. Charismatic leaders do not thrive in weak relationships, particularly if they are the ones being preyed upon. In this vein, charismatic leaders command respect by never horsing around, pandering, or acting from a position of weakness. Charismatic leaders choose to be professional rather than being nice when dealing with difficult people.

3.Communicating candidly. Difficult people can be crass and stern. Charismatic leaders have the knowledge and comportment to express discontent behind closed doors. Charismatic leaders speak with precision pointing specifically to lapses in communication and asking for, and recommending future ways effective communications can be established. By setting and controlling the stage, charismatic leaders maintain power in determining the protocol for future interactions.

Essentially, charismatic leaders institute a strong presence within an environment, which disallows debilitating or denigrating behavior. To gain leverage over difficult people, charismatic leaders understand that image management and self-control are the keys to maintaining poise and power. The ability to handle and manage difficult people lies in the charismatic leader’s ability to lead with strength, reason, and open lines of communication.

How Charisma Could Help Occupy Atlanta and Other Protestors Accomplish Their Goals

2011-11-14T14:43:00.000-08:00

To bring about fundamental changes within an industry requires a few rules of engagement:

1. Choose a leader who has compelling speaking skills and can articulate a vision that even opponents can respect. Protestors must be media conscious in selecting a leader who speaks with passion and uses imagery and logic to make a case for the mission. Opponents of protestors will listen and modify behavior if they feel a charismatic leader is a threat to their interests.

2. Create an “Angel vs. Villain” storyline. If financial institutions are the villains, protestors should protest the actual locations of financial institutions or affiliates. For protestors to attack public parks causing destruction where tax payers are on the hook produces enemies. Protestors should use the playbook of historical movements. By updating and replicating the success of past demonstrations shows knowledge of history that is progressive and applicable to current organizational needs.

3. Monetize the organization as well as the event. The perpetuity of a crusade necessitates a nexus between grass roots support and long term financial sustainability. Any organization that does not have a financial and marketing component to its operations is doomed for failure.

4. Begin as a fringe organization, but ultimately become mainstream. Americans typically are socially liberal and fiscally conservative. Consequently, a movement that does not take on some of the characteristics of established institutions will be dismissed as a passing fancy. Protestors, no matter how committed, will not gain credibility if they do not professionalize the organization and the movement.

Charismatic leaders are effective at embodying the message and mission of a crusade as well as creating a detailed strategy. Converse to the idea of charismatic leaders being visionaries, they are excellent strategists in meeting the internal needs of protestors and the general public. Occupy protestors will fail if a leader does not emerge with the star appeal of a Barack Obama and the marketing wisdom of a Steve Jobs.

Did Kim Kardashian Leave Kris Humphries Because He Lacked Charisma?

2011-11-06T23:49:00.000-08:00

In this session, charisma expert and commentator Edward Brown weighs in on the impact of charisma on the celebrity marriage of Kim Kardashian and Kris Humphries.

Q: What impact did charisma or the lack of charisma have on the marriage of Kim Kardashian and Kris Humphries?

A: Essentially, charisma is a way of gaining power and influence within interpersonal relationships. If you notice, Kim controlled the imagery, dialogue, and direction of the wedding from day one. Kris was a pawn in the power game from the beginning. Had he been more influential and persuasive through charisma, they would be together now.

Q: So, how could Kris have been more powerful?

A: First, he should have been aware of the motivation that drives Kim. She essentially is like actor George Hamilton, famous for being famous. If fame is her driving force, the two could have built a dual entertainment brand like Beyoncé and Jay-Z. Instead, he misread his role in Kim’s marketing machine and thought love would be a saving grace. He married for love, she married for headlines. Second, Kris let Kim dominate the dialogue. The person with the bigger microphone and stronger personality controls the direction and momentum of the relationship. He should have dominated interviews, acted like he had second thoughts to gain leverage, and become emotionally detached about the event.

Q: Interesting. Many would say that love and marriage should have less gamesmanship involved?

A: We have to review and rethink what marriage means in contemporary society. Actor Will Smith said that he and wife Jada got married to create a family-run entertainment empire. Will said they needed something bigger than love and physical attraction to build a marriage on. Their children, Jaden and Willow, are entertainers because of the Will and Jada entertainment machine. People are redefining what marriage means today. As a NBA basketball player, Kris is not a Michael Jordan, Kobe Bryant, or Blake Griffin. The biggest value to Kim’s marketing machine is Kris’ affiliation with the NBA. Had Kris understood the larger picture, he could have been to Kim what NBA basketball star Tony Parker was to actress Eva Langoria; the merging of two entertainment brands.

Q: Okay. So Kris blew the opportunity because he didn’t understand the game. What should he do now?

A: The best marketing for a non-charismatic man is the connection to a beautiful woman. Kris will be forever linked with Kim, which will allow him access to the world of eligible starlets. Moving forward, he should never again operate from a position of weakness. He should learn to be more witty, self-promoting, and realistic about how the world operates. Real love still exists, but in a media generated society, love is used as a mere storyline to a continuous movie. Kris got married to Kim for love. In the future, love should be in conjunction with a more compelling reason to be married. Today, you are as a powerful as the impact you make on the world stage and as enduring as your ability to leverage opportunities.

What do you think?

Charismatic Leadership in the Public Sector

2011-10-30T21:56:00.000-07:00

Javidan and Waldman (2003) looked at the impact of charismatic leadership in the public sector. They found that leaders who are risk takers in pursuit of their visions instill higher esteem in subordinates. Also leaders who encouraged independent thinking and provided constructive feedback tended to build the esteem of subordinates. Charismatic leadership was perceived within the public sector, but it may not produce the same performance or motivational results typically associated in the private sector. Although there are degrees of uncertainty, crisis, and turbulence within the public sector, conditions in which charisma leaders tend to flourish, these factors do not appear to affect employees the same in the public sector as their private sector counterparts. A possible reason could be the merit system that many public jobs are based, protects workers from being dismissed without cause. Javidan and Waldman ruled that more research was needed in determining the impact of charismatic leadership in the public sector. However, these authors did note that environmental uncertainty manifested itself in the way of political changes, budget cuts, natural disasters, etc… They could not conclusively determine these factors on charismatic leaders’ effectiveness in the public sector.

References

Javidan, M. and Waldman, D.A. (2003 Mar./Apr.). Exploring charismatic leadership in the public sector: Measurement and consequences. Public Administration Review, 63(2), 229-242.

Creating Loyalty within Employees & Followers through Charismatic Leadership

2011-10-23T23:41:00.000-07:00

Researchers on the charismatic leadership model often lambast charismatic leaders for being selfish, self-absorbed, and narcissistic in their dealings with followers. The same researchers criticize followers for being, helpless, mindless sycophants who exhibit codependent traits that rob them of their self-identity. However, very few, if any, researchers have embraced the mutually beneficial and symbiotic relationship between charismatic leaders and followers. Philosopher Thomas Carlyle postulated that individuals seem to be hard-wired for hero worshipping. In other words, if there were no demigods to worship, individuals would somehow create their own. Cicero and Pierro (2007) hypothesized that charismatic leadership is positively associated with followers’ work effort, job involvement, job satisfaction, and performance, and negatively associated with turnovers. Cicero and Pierro’s finding agreed with past researchers that charismatic leadership was positively related to work group identification. Also there was a correlation between charismatic leadership and organizational outcomes. Cicero and Pierro results seem to suggest that there is a direct connection between charismatic leadership and employee performance in that employees have a greater proclivity to work optimistically and productively when a charismatic leader is at the helm. De Hoogh et al. (2004) drew a correlation between charismatic leadership and subordinates’ positive work attitudes. Employees had a greater willingness to invest in efforts to achieving organizational goals.

Galvin, Balkundi, and Waldman (2010) discussed the ability of charismatic leaders to develop disciples or surrogates within an organization. The authors said these surrogates promote, defend, and model behavior after the charismatic leader. Charismatic leaders identify and train surrogates, either formally or informally, which allows charismatic leaders to have influence in distant areas within an organization. Surrogates create networks, social processes, and flow information within the organization. These networks serve as means for the charismatic leader to influence an organization by dispersing information. Although a rouge surrogate could harm a networked system by sending information oppositional to the goals of the charismatic leader, the authors note that surrogates are selected to occupy their positions based on the supportive behavior they exhibit in line with the desires of the charismatic leader.

In many respects, narcissism is the fuel that prompts charismatics to go farther than the average individual in achieving goals within and without crisis situations. Eminent psychologist Alfred Adler described this aspect of narcissism as the “Superiority Complex.” Maniacci (2007) asserts:

They see others from the vantage point of who is above—or below—whom. If they are not on top, they feel grossly inferior. Others tend to feel inadequate around them. They are overly responsible, too involved, and far too controlling. When confronted with the possibility of not being superior, these people blame, attack, and criticize others. They may be wrong, but others are more wrong than they are. They hate the notion of not having a purpose in life, and they often work too hard and far too long. Winning is everything, and they are willing to cut corners, cheat, or even hurt others if they perceive themselves as losing. Winning is not the only thing: It is everything. They are excessively concerned with their appearance, and while they often take care of their outward appearance through dressing well and superb hygiene, they often neglect their inner health, both emotionally and physically. They are far too busy achieving to be worried about such things, and after all, they are special, so they don't have to worry about diets, sleep, and their health—nothing could ever happen to them (p.138-139).

When these characteristics are exemplified within charismatics, it is often seen as “missionary zeal” and “the love and concern” for people. In actuality, people are mere pleasantries utilized to implement and bring to fruition an ultimate goal. “In advance of performance, narcissists seem to care most about attaining desirable rewards associated with meeting or exceeding performance goals, and they typically show less concern about the prospect of failing to achieve the desired goal” (Wallace, et al, 2009. P. 79). It is important to note that these vainglorious acts are cultivated by an enabling culture. Western culture, which relishes and embraces its Judeo-Christian leanings, inherently support the narcissism of individuals generally and charismatics, specifically. A tenet which espouses man being created in the image of an omnipotent God-head, by definition relegates man to a superior position. If everything is created by a superior being than how did man become the inheritor of this largesse? Man’s self-importance, through scriptural edict or ethnic domination, saw fit to find self-defining roles to pit his esteem against real or perceived adversaries. “Throughout history, the pretense of masculine superiority has had to be continually reinforced by patriarchal laws, religion, and cultural rituals and ceremonies that elevated men and made woman subservient, all too often through the application of brute power and violence. The appearance of harmony between the genders was more often the experience of subjugation by fear, male dominance followed by the submissive acts of women who had been stripped of power and status in the world” (Bitter, 2008, p.271).

Essentially, the symbiotic relationship between charismatic leaders and followers is based on the need of charismatic leaders to be adored by followers and the need of followers to adore charismatic leaders. In this sense, both parties are getting their needs met. Researchers who denigrate this notion rely on an over-idealistic, extremely sanguine reality of human nature. To deny the personality, experiences, and environmental influences of charismatic leaders is disavowing the evolutionary process that brings these individuals into existence. In addition, the inherent need of followers to achieve hope and certainty in their lives via religious affiliation or charismatic leadership is also disavowed by researchers who attempt to intellectually disconnect an emotional connection.

Instead of researchers attempting to divide the needs of charismatic leaders and followers as a means of establishing some utopic idealism, it would be better to allow the intellectual and emotional relationship to exist between charismatic leaders and followers. In short, allow the charismatic leader to be loved by adoring followers and followers to find encouragement, inspiration, and hope within the ideals of the charismatic leader. Invariably, researchers cannot have it both ways---organizational development, social cohesion, and collectivism at the behest of rugged individualism, hopelessness, and barbarism. The idea of the fully-contained individual devoid of the need for external support, emotional attachment, and unadulterated self-confidence is illusory. Such understanding by researchers suggests a naiveté and myopia about human nature and the world that is counterproductive to social progress.

References

Bitter. J. (2008 Fall). Reconsidering narcissism: An Adlerian-feminist response to the article in the special section of the journal of individual psychology. The Journal of Individual Psychology, 64(3), 270-279.

Cicero, L., and Pierro, A. (2007 Oct.) Charismatic leadership and organizational outcomes: The mediating role of employees’ work-group identification. International Journal of Psychology, 42(5), 297-306.

De Hoogh, A., den Hartog, D., Koopman, P., Thierry, H., van den Berg P., van der Weide, J., and Wilderom, C. (2004 Dec.). Charismatic leadership, environmental dynamism, and performance. European Journal of Work & Organizational Psychology, 13(4), 447-471.

Galvin, B., Balkundi, P., and Waldman, D.A. (2010 Jul.). Spreading the word: The role of surrogates in charismatic leadership. Academy of Management Review, 35(3), 477-494.

Maniacci, M.P. (2007 Summer). His majesty the baby: Narcissism through the lens of individual psychology. Journal of Individual Psychology, 63(2), 136-145.

Wallace. H.M., Ready, C.B. , and Weitenhagen, E. (2009 Jan-Mar.). Narcissism and task persistence. Self & Identity, 8(1), 78-93.

How Corporate Boards Choose Charismatic Leaders

2011-10-16T22:12:00.000-07:00

Often the board of directors is not an effective auditor for recruiting and monitoring the actions of charismatic leaders. Greve (2004) pointed to Khurana’s (2002) work on the irrational search for charismatic CEOs. Board of directors of major corporations believe strongly in the ability of a CEO to rescue a troubled firm. This irrational enthusiasm stems from: 1. Directors taking cues from securities analysts and business journals prompting directors to believe that a celebrity CEO can turn around a company’s low performance, 2. Directors evaluating CEOs based on past performance and viewing social traits characterized as charisma as a panacea, and 3. Directors and analysts being complicit in choosing a CEO based on these preconceived notions of CEO value. Invariably, there is no voice of reason between directors and analysts in auditing and objectively searching for a CEO with the best overall fit within a company’s corporate culture. Once a board sets its sights on a specific CEO, analysts follow suit. Greve’s reported that this favoritism toward charismatic CEOs has impact on organizational development. First, by choosing a CEO based on past performance or celebrity status before searching inside the company for qualified candidates causes low morale within the company. Second, directors operate from a position of weakness in contractual negotiations with a highly sought-after CEO. Inflated expectations of the new CEO is a recipe for failure when expectations do not materialize based on high expectations, risky strategic decisions, and the exorbitant power of the new CEO. Corporate challenges may be more complex than originally defined or take longer to solve than anticipated.

References

Greve, H. (2004 May). Searching for a corporate savior: The irrational quest for charismatic ceos reviewed work(s). American Journal of Sociology, 109(6), 1542-1544.

Khurana, R. (2002). Searching for a corporate savior: The irrational quest for charismatic ceos. Princeton, N.J.: Princeton University Press.

Charismatic Leaders Spark Innovation Within Followers

2011-10-09T22:51:00.000-07:00

Michaelis, Stegmaier, and Sonntag (2009) said that charismatic leadership is related to innovation implementation behavior and plays a significant role in followers demonstrating behavior characterized as innovative. Second, this innovative-oriented environment allows followers to create a greater trust for the leader, particularly as it relates to the opportunity for followers to be change agents in that environment. Third, followers had to feel trust in the innovative aspirations of top managers as well as immediate managers. It was more important for followers to trust in top management because top management is where the fundamental changes within an organization take place. If top management was not committed to change initiatives, it logically follows that trust in immediate managers would be limited.

References

Michaelis, B., Stegmaier, R., and Sonntag, K. (2009 Dec.). Affective commitment to change and innovation implementation behavior: The role of charismatic leadership and employees’ trust in top management. Journal of Change Management, 9(4), 399-417.

Charismatic Leaders Develop Disciples to Influence Organizational Development

2011-10-02T21:32:00.000-07:00

Galvin, Balkundi, and Waldman (2010) discussed the ability of charismatic leaders to develop disciples or surrogates within an organization. The authors said these surrogates promote, defend, and model behavior after the charismatic leader. Charismatic leaders identify and train surrogates, either formally or informally, which allows charismatic leaders to have influence in distant areas within an organization. Surrogates create networks, social processes, and flow information within the organization. These networks serve as means for the charismatic leader to influence an organization by dispersing information. Although a rouge surrogate could harm a networked system by sending information oppositional to the goals of the charismatic leader, the authors note that surrogates are selected to occupy their positions based on the supportive behavior they exhibit in line with the desires of the charismatic leader.

References

Galvin, B., Balkundi, P., and Waldman, D.A. (2010 Jul.). Spreading the word: The role of surrogates in charismatic leadership. Academy of Management Review, 35(3), 477-494.

Environments for Charismatic Leadership

2011-09-25T20:58:00.000-07:00

Shamir and Howell (1999) spoke about the environmental conditions best suited and most ill-suited for charismatic leaders. Shamir and Howell said charismatic leaders are more likely to emerge in weak or uncertain environments where performance is difficult to measure, because emotions run high and individuals are easier to influence in their desire for things to return to normal. Conversely, charismatic leaders are ill-suited when environmental conditions are strong or stable, because individuals are more certain and rational requiring more transactional rewards for increased productivity. The determination of whether environmental conditions are weak or strong is purely subjective and decided by employees.

References

Shamir, B., and Howell, J.M. (1999 Summer). Organizational and contextual influences on the emergence and effectiveness of charismatic leadership. Leadership Quarterly, 10(2), 257.

The Transactional Nature of Charismatic Leadership

2011-09-18T23:22:00.000-07:00

Often researchers who view charismatic leaders as expert manipulators do not investigate the transactional relationship between the charismatic leader and followers. Kallis (2006) discussed the impact of leaders and followers who benefited within the German and Italian military under Adolf Hitler and Benito Mussolini. To suggest that the German and Italian citizenry followed the dictates of Hitler and Mussolini out of fear would undermine the strengths of the charismatic leadership model. Although each man articulated and exemplified an ideal for his respective country, a transactional relationship existed between the leaders and followers. Followers supported Hitler and Mussolini, because these leaders instilled the self-respect and integrity within their followers lost in World War I. Both leaders represented the glory and esteem that their fellow countrymen saw within themselves. Kallis suggested that this intangible exchange created an unqualified psychological contract between the leaders and followers. In essence, if Hitler and Mussolini could restore their respective countries to greatness, they could garner continual support from constituents. Loyalty among followers grew incrementally as the charisma of the two leaders created a mythology of future prosperity. Hitler and Mussolini became prophets and messiahs to their followers.

References

Kallis, A. (2006, June). Fascism, ‘charisma’ and ‘charismatisation’: Weber’s model of ‘charismatic domination’ and interwar European fascism. Totalitarian Movements & Political Religion, 7(1), 25-43.

The Charismatic Leader's Speaking Style

2011-09-11T17:20:00.000-07:00

DeVries, Bakker-Pieper, and Oostenveld (2010) noted the dynamics of charismatic leader’s communication style. They submitted that a charismatic leader’s communication style is characterized as assured, supportive, argumentative, precise, and verbally non-aggressive. These authors also found that expressiveness was not believed to be related to charismatic leadership. DeVries, Bakker-Pieper, and Oostenveld said that expressiveness is not a necessary trait for charismatic leaders to reach their goals. Mahatma Gandhi is an example of a less expressive charismatic leader, yet effective. In addition, preciseness of a charismatic leader’s communication style had a significant effect on the leader’s performance and satisfaction by subordinates. A charismatic leader’s preciseness, together with the leader’s supportiveness, lent greatly to enhancing subordinates knowledge collecting from the leader.

References

DeVries, R., Bakker-Pieper, A., and Oostenveld, W. (2010 Sep.). Leadership=communication? The relations of leaders’ communication styles with leadership styles, knowledge sharing and leadership outcomes. Journal of Business & Psychology, 25(3), 367-380.

Charismatic Leadership Versus Transformational Leadership

2011-09-04T22:15:00.000-07:00

Researchers disagree about charismatic leadership and transformational leadership being synonymous or two distinct leadership models. Den Hartog, House, Hanges, Ruiz-Quintanilla, and Dorfman (1999) stated in their study that several attributes reflecting charismatic/transformational leadership are universally endorsed as contributing to outstanding leadership. These attributes include: motive arouser, foresight, encouraging, communicative, trustworthy, dynamic, positive, confidence builder, and motivational.

However, Yukl (1999) drew a distinction between the two leadership models. Yukl stressed that transformational leaders seem more likely to take initiatives that empower followers and make followers partners in an endeavor. Contrarily, charismatic leaders seem more likely to emphasize the need for radical organizational changes that can be accomplished if followers place their trust in the charismatic leader’s abilities. The core behavior, motivation, and traits make transformational and charismatic leadership unlikely to occur at the same time.

Dubrin (2010) noted that a key component of transformational leadership is the leader’s ability to inspire people and make major changes within an organization. Although charismatic leaders are inspirational, they do not bring about major changes within an organization (Dubrin, 2010). Johnson (2012) argued that charismatic leadership and transformational leadership were not interchangeable terms. Johnson suggested that charismatic leadership is more individual or personality centered in that followers had emotional ties to the leader that approached idol worship. The transformational leader encouraged followers to be independent of leadership; whereas the charismatic leader encouraged followers to rely on the leader.

Johnson postulated that transformational leaders raise the morality of both leaders and followers and serve as a model for ideal behavior. On the other hand, charismatic leadership is more results focused. Johnson believed emphatically that transformational leaders are charismatic, but that charismatic leaders are not necessarily transformational. Charismatic leaders are more concerned about what works as opposed to what is right. Johnson appeared not to disagree that charismatic leaders affect organizational development, but inherently believed that the moral barometer within charismatic leaders is ethically skewed toward achieving successful results at any cost. Johnson appeared suspicious of the charismatic leader’s motives and seemed to suggest that impure thoughts produce impure results.

References

Den Hartog, D.N., House, R.J., Hanges, P.J., Ruiz-Quintanilla, S.A., and Dorfman, P.W. (1999 Summer). Culture specific and cross culturally generalizable implicit leadership theories: are attributes of charismatic/transformational leadership universally endorsed? Leadership Quarterly, 10(2), 219.

Dubrin, A. J. (2010). Leadership: research, findings, and skills, 6th edition. Ohio: South-Western Centage Learning.

Johnson, C.E. (2012). Meeting the ethical challenges of leadership: Casting light or shadow, 4th ed. Thousand Oaks, CA: SAGE Publications, Inc.

Yukl. G. (1999 Summer). An evaluation of conceptual weaknesses in transformational and charismatic leadership theories. Leadership Quarterly, 10(2), 285.

Is the Charismatic Leader a Super Hero?

2011-08-31T15:50:00.000-07:00

The Charismatic leadership model offers other challenges to researchers. Often charismatic leaders are viewed as superheroes that swoop down in a moment of need, reminiscent of fictional characters such as Batman and Superman. Within organizational development, finding these heroes becomes even more challenging during times of crisis. Jacobsen (2001) showed that all the conditions that should create the charismatic leader’s appearance, does not. Shamir, House, and Arthur (noted within Jacobsen’s study) mapped the conditions when charismatic leaders appear. The charismatic leader’s appearance is most apt when: 1. The situation is perceived to threaten important values, 2. The relationship between performance and goal achievement is nebulous, 3. The situation is unstable, and 4. The task requires exceptional effort. Attempting to reconcile some sense of pragmatism between the superhuman traits under Jacobsen’s concept with the realism under Callan’s views makes identifying the traits, conditions, and environment that much more problematic to uncover.

Jacobsen tried to bridge the gap empirically by identifying six historical figures deemed charismatic by their transforming an organization, country, or movement. Some individuals included John F. Kennedy, Lee Iacocca, and Adolf Hitler. The biggest challenge with attempting to gauge the charismatic leadership models’ impact on organizational development under Jacobsen is that it happens after the fact. Once the event is over and recorded by history, researchers are tasked with attempting to analyze and articulate what happened. This is more the challenge with monumental events. The impact of the event cannot be thought until it transpires. Contemporary CEOs such as the late automotive designer John DeLorean and Hewlett Packard’s (HP) Carly Fiorina, who was ousted by HP, are not emblematic of the invincibility attributed to the charismatic leadership model. Though they were rising stars at one point of their careers, they could not maintain the luster of the charismatic leader. The subjectivity of the charismatic leadership model makes it such that success is measured far into the future compared to the objective standards ascribed to the traditional leadership model. With the traditional leadership model, the CEO enhances stakeholder profitability, cuts costs, and expands into new markets or does not.

References
Jacobsen, C. (2001 Spring). Dynamics of charismatic leadership: A process theory, simulation model, and tests. Leadership Quarterly, 12(1), 75.

The Impact of Charismatic Leaders Founding Organizations

2011-08-21T23:03:00.000-07:00

Though the impact of the charismatic leadership model is often discussed within established organizations, there are other challenges with charismatic leadership when the leader is the founder or owner of an organization. Hernandez and Leslie (2001) identified some challenges of charismatic leaders who founded organizations and the leaders’ inability to move forward or select a successor. The potential void left by the charismatic leader’s departure creates a degree of insecurity throughout the organization. Anxiety is developed among frontline personnel as well as organizational stakeholders become overly dependent or ambivalent over the potential void left by the charismatic leader who produces split loyalties. At the end of a charismatic leader’s reign, such uncertainty and fractured loyalties could divide the organization. Hernandez and Leslie went on to say that an organization’s continuity is better served when the charismatic leader exerts influence in creating a vision for the future of the organization as opposed to allowing frenzy within the infrastructure. Also the natural fear of the unknown within individuals could be ameliorated through clear and consistent communication. Additionally, the board of directors could be proactive in identifying potential concerns in operations before these concerns trickle down to the lower echelon of the organization.

References

Hernandez, C.M., and Leslie, D.R. (2001 Summer). Charismatic leader the aftermath. Nonprofit Management & Leadership, 11(4), 493.

The Charismatic Leadership Model is Difficult to Measure Objectively

2011-08-14T22:28:00.000-07:00

Researchers are challenged with developing instruments to measure the impact of charismatic leadership on organizational development. At first look it would seem logical that the same measures that apply to measuring other leadership models should be apropos for measuring charismatic leadership. Rowold and Laukamp (2009) reported that existing empirical support highlights the positive relationship between charismatic leadership and subjective indicators as important to organizational success. However, there are few studies that have examined the relationship between charismatic leadership and objective measures. Rowold and Laukamp asserted that this lack of measuring objectivity makes it difficult to view charismatic leadership through objective lenses. Following Rowold and Laukamp’s perspective to its logical conclusion suggest that charismatic leadership is difficult to validate because of its subjective nature. If charismatic leadership is founded on the vagaries and capriciousness of individualized responses, it becomes not only challenging to quantify its effectiveness but also to decipher the immutable principles that can be taught to budding leaders and managers within corporate structures.

References

Rowold, J., and Laukamp, L. (2009 Oct.). Charismatic leadership and objective indicators. Applied Psychology: An International Review, 58(4), 602-621

Following Charismatic Leaders

2011-08-07T23:21:00.000-07:00

Yukl (1999) acknowledged the strong personal identification followers have with charismatic leaders as a means of solving problems germane to the needs of followers. Yukl stopped short in his assessment by suggesting that followers identified more with the mission than with the charismatic leader when their needs were tied to the mission. Yukl also pointed to researchers often looking at the socially acceptable behavior of charismatic leaders to achieving a goal and not the manipulative practices sometimes practiced by charismatic leaders over followers. Researchers have preconceived notions about charismatic leadership and followership that often becomes self-fulfilling prophecies. Researchers either believed that charismatic leadership is directly related to organizational advancement or to organizational regression. Yukl suggested that there were opportune times when charismatic leadership was most effective for organizational development as well as providing the most advantageous opportunities for followers. These opportune times for charismatic leaders are: When a visionary entrepreneur overcomes difficulty in establishing a new organization, a guru of a new religion, a passionate revolutionary who transforms a corrupt organization from the ground up, and a manager who rescues a company from the brink of extinction.

References

Yukl. G. (1999 Summer). An evaluation of conceptual weaknesses in transformational and charismatic leadership theories. Leadership Quarterly, 10(2), 285.

Charismatic Leaders as Visionaries

2011-07-30T23:38:00.000-07:00

Waldman and Yammarino (1999) defined Chief Executive Officer (CEO) charisma in two parts. First, CEO charisma is the behavioral characteristics of the leader, including: the articulation of a clear vision based on personal values, a consistent demonstration of these values, high performance expectations of himself and followers, confidence in followers’ abilities to meet the challenges, and the assumption of personal risks. Second, CEO charisma involves a relationship between the CEO and one or more followers. Relationships must be close in proximity as well as distant within the organizational structure. In addition, followers must internalize their commitment to the vision of the leader.

Nadler and Tushman (1990) asserted that vision and charisma are not enough to sustain large system changes. Although charisma is necessary in business for improving interpersonal relationships, a business model must go beyond inspired individuals. Nadler and Tushman cited Don Burr of People Express as an example of the pitfalls of visionaries under the charismatic leadership model. Burr had a far reaching dream to expand the markets of People Express Airline; however, fell short based on his inability to translate a vision into a cohesive senior executive team as well as make the necessary organizational changes to flourish. This incapacity for improving People Express’ infrastructure caused its demise. The complexities in a global market call for business expertise and operations not often attributed to charismatic leadership. To this extent, charismatic leaders are viewed myopically. Researchers tend to focus on the emotional impact charismatic leaders often exude rather than charismatic leaders being strategist for implementing far-reaching plans.

(Excerpts from Strengths & Weaknesses of Charismatic Leaders on Organizational Development) by Edward Brown

References

Nadler,D., and Tushman, M. (1990 Winter). Beyond charismatic leader: Leadership and organizational change. California Management Review, 32(2), 77-97.

Waldman, D.A., and Yammarino, F.J. (1999 Apr.) Ceo charismatic leadership: Levels-of-management and levels-of-analysis effects. Academy of Management Review, 24(2), 266-285.

Charisma & the 90 Day Rule for Women

2011-07-25T00:12:00.000-07:00

Dear Mr. Brown:

Recently, I read comedian Steve Harvey’s book, “Act Like a Lady, Think Like a Man….” He gave some good pointers for women to follow in attracting and maintaining the man of their dreams. One suggestion Steve provides is for a woman to wait 90 days before engaging in physical intimacy with a man. Do you think rules work on charismatic men or do women need a different manual for dealing with charismatic men?

Sharon Johnson
Chicago, IL

Dear Ms. Johnson:

Thank you for your inquiry. First, Steve Harvey has done a great job of extended his brand into relationship expert, game show host, TV and radio celebrity, and bestselling author. Any man who has lived over 50 years has learned a few lessons along the way. However, any notion of a “one size fits all” approach to dealing with men should be viewed carefully. There are instances when a couple has had sex on their first date and spent the rest of their lives together. Conversely, there have been couples who have waited until marriage to have sex and the marriage ended in divorce. Harvey’s idea is admirable for women to gain men’s respect before having sex. But, it is quite possible for a man to wait 90 days to have sex with a woman, while having sex with a series of other women in the interim. For women to control the sexual habits of men, women throughout the world have to agree on the same agenda. In other words, every woman in the world has to agree and communicate the conditions in which sex will be expended to men. Since the self-interest of women will always take precedent over collective interests, women will not wield any true power in this arena. Women exercise the greatest amount of power and influence over men when men are in love with them, not because they are necessarily having sex.

Better advice for women would be to study the psychological make-up of men and the ways men gain and leverage power. Again, a woman cannot control a man by withholding sex unless every woman in the world has agreed to withhold sex from the same man. A woman can maintain her moral standards by refusing to indulge in sex with certain men, but this is where her control ends.

In addition, charismatic men often wield a certain degree of power---perceptually and realistically. Consequently, charismatic men do not have to wait any amount of time to have sex when they desire. Every man has experienced some form of rejection from women. The issue is not how often a man fails to achieve his sexual objectives, but how often he achieves his objectives despite rejection. For every three women who reject a handsome, smart, and charismatic man (due to insecurity, mistrust or disinterest), another woman will provide all the comfort he needs.

Books, movies, and symposiums can be great empowerment opportunities for women, but these tools should serve as a basis for self-mastery and understanding the core of human nature.

Edward Brown
Core Edge Image & Charisma Institute

Charisma, Pleasure & Pain

2011-07-18T00:22:00.000-07:00

In this session, charisma expert and commentator Edward Brown provides insights on the privileges and objectives of the charismatic personality.

Q: What are the privileges of charismatic personalities?

A: The world stage is the charismatic personality’s playground and he enjoys playing the game of life for self-pleasure. People are mere conduits to his pleasure.

Q: So, does the charismatic personality use people to achieve his ends?

A: Yes, but not in a malicious sense. The typical charismatic personality is not trying to harm or annihilate anyone. He realizes that life is a mere game and people serve as conduits for pleasure or pain. The charismatic personality’s reality and choices are to receive more pleasure. Pain is not an option.

Q: Interesting. Given the fact that we can’t control everything in life as individuals, how does a charismatic personality wield so much power and control?
A: Well, he views himself as smarter than the average person. He views life as an introspective scientist using intellect over emotions. He is generally aware of everything that is going on around him and has developed a lifestyle where studying human nature is part of his work as well as his entertainment. Nothing is left to chance and the idea of a balanced life is laughable. People who see life as altruistic, exchanging pain for equal amounts of pleasure, is oppositional to a charismatic personality’s worldview. The thinking of the average person is viewed by the charismatic personality as a recipe for victimization. The charismatic personality pays less for pleasure than the average individual.

Q: Okay. Under these circumstances, why would an individual want to be associated with a charismatic personality?

A: Why wouldn’t anyone want to associate with a charismatic personality? In Western culture, power and control are desired aspirations. The charismatic personality is a representation of the often unstated, but understood objective of most people—the acquisition and maintenance of power. Again, people and things provide a level of pleasure. There is no place in the world where power is not an aspiration. The difference between the objectives of the charismatic personality and the average person is that the charismatic personality is keenly aware of calculated actions to affect a specific outcome. The average person has moments when he is calculating to achieve a desired outcome, but the average person is hindered by the psychological barriers he places upon himself. He really doesn’t like the idea of being calculating. It sounds manipulative.

Q: So, the fundamental difference between the charismatic personality and the average person, is courage?

A: Courage is a big part of the charismatic personality’s existence, but it is how the charismatic personality interprets, analyzes, and implements strategies for getting more pleasure in life. Gaining pleasure through strategic maneuvers is the life of a charismatic personality based on his experiences and worldview. The average person does not think in perpetually strategic terms. The calculating, bold, and audacious mind of the charismatic personality is different from the emotionally-driven and short-term thinking of the average individual. The mind and manifestations of the charismatic personality sets him apart from the average individual.

Charisma for Geeks

2011-07-11T01:08:00.000-07:00

In this session, charisma expert and commentator Edward Brown will provide information to those self-described “Geeks” on how to be more engaging in social settings.

Q: What is the biggest challenge Geeks face in acting more charismatic?

A: Actually, the challenge is not attempting to transform a socially inept individual into someone else’s ideal, but to make whatever the individual is, work for them.

Q: That’s very fine and well, but how do you make a Geek, say, become more successful with women?

A: Since, all women are different. The first challenge is to determine what common needs do most women share? Based on my experience, most women want to feel physically and emotionally safe, comfortable with their object of desire, mentally stimulated, and a desire to laugh. If a socially inept person can create his own distinctive style that is not outlandish, intellectually stimulate women, and make them laugh, most of the job is done.

Q: Interesting. Is it that simple to transform a geek to chic?

A: Yes, if we are trying to encourage the person to be authentically themselves in ways that they don’t have to be self-conscious. If you give individuals a philosophy for success rather than steps for success, they are allowed to be creative in the process. They won’t have to think about doing, they can just be. In some respects, I am a geek. But, I rolled my academic proclivities, urban upbringing, and law enforcement experiences into becoming a firm, funny, intellectual. I could not have become a force to be reckoned with by adhering merely to some steps.

Q: Okay. What advice would you give a geek in a business setting to attract more clients?
A: In a business setting, it is important to assess the reason for the occasion and what are the basic needs of the people attending. If many of the people in the room are businesspeople looking for contacts, it is important to determine whether this venue is the best place for what you offer in products and services. Actually, determining the correct venue for one’s products and services should have been established before attending the venue. Assuming the venue is correct for what one has to offer, the task is to casually create conversations concentrating efforts at connecting with attendees and making mental notes about what they want.

Q: What happens next?

A: You’re not trying to make a sell, but merely gathering information and establishing connections. By the time you leave with collected business cards, follow up later with reference to the conversation you had with them. If you heard the potential client mention a problem he/she is having, begin the consultation process by demonstrating that you have the solution to their problem.

To be more engaging, lead with the personal attributes that are the most effective in influencing people.

Charisma & The Single Man

2011-07-04T01:00:00.000-07:00

Dear Mr. Brown:

I recently had a spirited discussion with my boyfriend about a man we know that can be best described as good-looking, educated and charismatic. Over the years, Chad (not his real name) has dated many women, but has repeatedly claimed to have not met the right woman to marry. How is it possible for a man to have so much going on, but can’t find the woman of his dreams?

Janice McArthur
New York, NY

Dear Ms. McArthur:

For a minute, I thought you were talking about me. (Just kidding). I am firm believer that if a man wants to be married, he will be married. It has been often said that women control who has sex, but men control who gets married. Women, who ask men why they are still single, view marriage through their own eyes, not the eyes of men. Earlier this year, I watched an episode of the Oprah Winfrey Show about a woman who married a man sentenced to life in prison without any chance of parole. I sat there wondering what could a convicted man, serving a life sentence, say to a woman that would make her say “I do” to that man in marriage. If a convicted man could find a wife given his limited choices, why couldn’t a single, free, handsome, educated, and charismatic man not find a wife if he was truly looking for one?

I suggest that men who are handsome, educated, and charismatic want the freedom that goes along with being single and free. Chad is not looking for marriage, because whatever a potential wife is willing to offer him, there are countless women willing to do the same without the necessity of marriage. Many contemporary men, while valuing the institution of marriage as a concept, do not see the long-terms value of marriage unless children are involved. If Chad is over 40 years of age, he has run the gamut of women. Some women were marriage material and others were mere opportunities to have fun. Do not ever believe a heterosexual man who says he cannot find a woman to marry. It is a ploy to throw you off his real intentions, which is to remain single and free until there is no more value in it. Once the bloom begins to diminish from his rose, he’ll seek and find a wife. On the upside, she will be getting a man who is more settled and wiser due to age. On the downside, he is giving her a diminished version of his past self, which he would never have shared when he was at his best.

Edward Brown
Core Edge Image & Charisma Institute

Charisma & the Virtue of Selfishness

2011-06-27T01:10:00.000-07:00

Dear Mr. Brown:

I either read or saw a video where you promoted the importance of being selfish to acheive success. How do you reconcile people being selfish and charismatic at the same time? Is this an oxymoron?

Theresa Wildenmore
Salt Lake City, Utah

Dear Ms. Wildenmore:

Thank you for your inquiry. Yes, I have talked about being selfish to achieve personal and professional goals. Unfortunately, people connote selfishness as a negative term. Researching the lives of acclaimed individuals from Alexander the Great to Barack Obama has led me to believe that raw, unadulterated ambition by men labeled charismatic is steeped in selfishness. Reportedly, basketball great Michael Jordan said you had to be selfish to achieve greatness, but become less selfish as one achieved their goals. I am not sure how that is done authentically. Microsoft’s Bill Gates was ruthlessly selfish and ambition according to various reports. However, his philanthropic initiatives are unparalleled on the world stage. Does Gates give to worthy causes because he has achieved his aspirations and can afford to do so? Or is his giving a ploy to encourage people to buy and support Microsoft products? We can only speculate.

However, I believe that you can do good and well simultaneously. Being selfish only crystallizes what your intentions are. Once you are clear about your objectives, you can align everything in your life with your ultimate goals. Historically, this is how great feats have been accomplished.

The fundamental factor that makes charismatic people so successful is the keen insight into what they are after as well as a clear understanding of human nature to get there.

Everyone has to decide for themselves what is important and what they can tolerate. To date, if I had made different decisions in life, I could not enjoy the life that I have pursued. It came with setbacks, relentlessness, and yes selfishness. I knew of no other way to effectively perform and the selfishness of other people would have destroyed me.

Edward Brown
Core Edge Image & Charisma Institute

Does Transformational Leadership Create Charismatic Leaders?

2011-06-23T16:24:00.000-07:00

In this Q & A session, researcher on charisma and charismatic leadership, Edward Brown of Core Edge Image & Charisma Institute, provides insight into the possible impact of transformational leadership on charismatic leaders.

Q: What is the difference between transformational leadership and charismatic leadership?

A: Actually, the charismatic leadership model predates the transformational leadership model by several decades. Eminent sociologist, Max Weber (1864-1920) is credited for secularizing the concept of charisma and the charismatic leadership model. James MacGregor Burns is credited with developing the transformational leadership model in 1978.

Essentially, the two leadership models share the same traits. Charismatic leaders and transformational leaders are described as visionaries, inspirational, and great orators. The major distinction researchers make between the models is that charismatic leaders are power driven to complete a mission; whereas transformational leaders empower individuals to become more independent and less dependent on the leader.

Q: Why do you think there is so much disagreement among researchers about transformational leadership versus charismatic leadership?

A: I believe some representatives of the charismatic leadership model have given it a negative connotation. Hitler, Mussolini, and Amin come to mind. Proponents of transformational leadership have taken the positive traits of charismatic leadership and made transformational leadership a morality driven model. Transformational leadership is reminiscent of charismatic leadership when charismatic leadership had a religious connotation attached to it under church historian Rudolph Sohm.

Q: What do you think is the connection between transformational leadership and charismatic leadership?

A: My thoughts are premature on this particular notion. However, I hypothesize that transformational leaders create charismatic leaders.

Q: Could you elaborate?

A: I was trying to decide if Dr. Martin Luther King, Jr. was more of a transformational leader or a charismatic leader. If he was trying to transform the segregated conditions of his time and the people around him, then he was transformational. But, if he had a selfish motive for his cause, he may be closer to the charismatic leadership model. I surmised that he was transformational in that he transformed legislation, race relations and self-determination for black people. However, the people he transformed appear to operate more to the charismatic leadership model. Jesse Jackson, Andrew Young, Ralph David Abernathy, Hosea Williams, John Lewis, and Joseph Lowery fall under the charismatic leadership model. Although they all shared a common experience, each man carved out a niche for himself in the market place. Although they are/were influential, arguably, not one of these men has created an institution bigger than themselves. That is not necessarily a bad thing. I was not attempting to judge the contributions of these men, but determine the difference between transformational leadership and charismatic leadership.

Q: Do any other examples come to mind?

A: Yes, Elijah Muhammad of the Nation of Islam was transformational, but Malcolm X and Minister Louis Farrakhan are under the charismatic leadership model. In this regard, charisma can support the work of the transformational leader (Dr. King and Elijah Muhammad) or create a body of work within itself, Steve Jobs and Apple technology products and Denzel Washington and his body of film work.

A Charismatic Move that Almost Worked

2011-06-12T22:32:00.000-07:00

In this Q & A session, researcher on charisma and charismatic leadership, Edward Brown of Core Edge Image & Charisma Institute, provides insight into Lebron James, Dwayne Wade, and Chris Bosh and their attempt to create a NBA championship team.

Q: What makes this experiment to put an NBA championship team together by Lebron James, Dwayne Wade, and Chris Bosh, a charismatic move?

A: It was the first time in recent history, if ever, the proletariat (players) got together to control the means of production (NBA team owners) by creating a brand that could have upset the balance of power. Charismatic leaders often create a vision contrary to the status quo in their quest for power.

Q: In this trio, who is the charismatic leader?
A: There are no real compelling personalities within this trio, but the idea was a charismatic move. The decision for three basketball stars to get together and basically create a basketball team within the NBA system is tantamount to the good old days in street basketball, where one individual (who had the next game) would try to create a powerhouse team by getting all the best available players to become undefeatable on the court. Generally within the NBA, the team coach, scout, and owner try to structure a franchise that has the best chances for a championship win within the salary caps that are available. The move by this trio upended the current system.

Q: What does it mean that the experiment by these players fell short in that they did not win the 2011 NBA Championship?
A: In a practical sense, there is always next year. Viewing the situation from another angle, the three players proved a point that individuals could make creative, charismatic moves inside a traditionally-oriented organization. To almost win the 2011 NBA Championship on an idea concocted by a group of individuals is a phenomenal feat in itself. The NBA owners have to at least consider what the choice for NBA players forming their own team means in terms of power. On one hand, it would appear that power rests with individual players coming together to create a new reality. On the other hand, allowing players (employees) to become creative within a company does not take away from the power of the organization, it enhances it. It was Art Fry at 3M Company that created the Post-It note pad as an entrepreneurial venture inside the 3M Company. From the success of Post-Its, 3M encouraged employees to become more creative as part of 3M’s operational philosophy. To truly upset the means of production, an employee has to have a compelling idea within his own company that competes against a strong established brand. NBA owners do not envision NBA players starting their own teams and restructuring how business is done. It can happen and maybe this trio planted the seed for other players to look past merely being basketball players, but owners within the NBA system.

Q: What do you think is the chance of NBA players becoming owners within a system they play in?
A: Again, it is a novel idea. Two points come to mind: 1.Rapper LL Cool J said it best when he said that just because you can make a cake, does not mean you can operate a bakery. Playing basketball and operating a basketball franchise are totally different, 2. If a rule within the NBA suggested that players cannot own teams, the idea would die an immediate death. An organization is not going to create rules that will lead to its own demise. It will close its doors first.

Q: Although the trio is not necessarily charismatic, their idea was charismatic. How can ideas be charismatic?
A: The Core Edge Image & Charisma Institute defines charisma as “The creating of perceptions that impact the mind and emotions of others through flair, finesse, and glib language.” Lebron James’ self initiated recruitment tour that prompted NBA teams to audition for his services captured the imagination of the sports industry. The surprising revelation that James, Wade, and Bosh had collaborated behind the scene for all of them to play basketball in Miami was even more surprising. There was a great deal of flair and finesse as well as chicanery for the sake of entertainment. Invariably, this was a great win for the NBA as a whole. When the biggest myth makers and cheerleaders are the employees, you truly have an organization where all the stakeholders are dedicated to the brand. After all, we are still talking about basketball—child’s play.

Researching the Charismatic Mind

2011-06-05T23:49:00.000-07:00

In this Q & A session, researcher on charisma and charismatic leadership, Edward Brown of Core Edge Image & Charisma Institute, provides insight into charisma and the charismatic mind.

Q: What makes you an expert on charisma?

A: Essentially, I’ve written several books, articles and provided numerous interviews on charisma as a result of a decade of research as well as my ongoing study in this area.

Q: Do you have to be charismatic to talk about charisma?

A: No, not necessarily. Interesting enough, people don’t mind putting me on the spot by asking me if I see myself as being charismatic. I think I was more charismatic before I started researching charisma and charismatic leadership. My intellectual pursuits have made me more analytical, which has taken away some of the magnetism I once possessed.

Q: Interesting, how did that happen?

A: By looking within the inner workings of charismatic personalities, I saw that they could be cold, calculating, focused, disciplined, but also great actors for generating support from followers. The more I engaged in the intellectual side of charisma, the less acting I opted to do.

Q: What has been the result of your not being a good actor?

A: I didn’t say I wasn’t a good actor. I merely opted to spend more time in the laboratory and less time manifesting charisma on the world stage.

Q: Is reclusiveness a part of the charismatic mindset?

A: Reclusion can be a part of the charismatic mindset. Particularly, when he is building momentum for a specific mission. As a visionary, the charismatic personality lives in the field of ideas and parlays these ideas into action once the time is right. He spends more time in isolation and thinking than people realize.

Q: Do you have examples when charismatic personalities have sparked their genius in isolation and later astounded the world with their brilliance.

A: Adolf Hitler wrote his autobiography” Mein Kampf” in prison, which is a great treatise on power. Many of Dr. Martin L. King, Jr.’s greatest speeches were written in jail. Malcolm X was resurrected during his stint in prison. Nelson Mandela’s evolution took place while in prison.

Q: So, does one have to be imprisoned to become a charismatic leader?

A: Not necessarily, but isolation forces the individual, who has the traits of a charismatic leadership, to focus inwardly to begin thinking about a far reaching mission. Such insightful thinking would have been difficult with other responsibilities taking priority.

Q: Pundits have panned charismatic leadership as being more show than substance. Is the charismatic personality more show or substance?

A: I would suggest that ostentation or “showiness” is the manifestation of the substance behind a compelling idea. The flair and finesse of charismatic personalities stem from the passion, energy, and imagination of the charismatic personality. Take away the flair and finesse and you merely have a compelling idea that may or may not be acted upon.

Q: If you had to choose between the charisma of President Barack Obama and that of former President Bill Clinton, who of the two men has the more compelling charisma?

A: Although the two men have extraordinary political skills, President Bill Clinton is a bonafide charismatic personality for a few reasons. One, Clinton had a far reaching vision and plan for politics long before running for office. Second, Clinton opponents after meeting with him marveled at his magnetism and political insights. Third, the Clinton Administration demonstrated the highs and lows indicative of charismatic leadership. Clinton brought out visceral emotions within people. Contrarily, President Obama is very likeable, but has been described by insiders as cold and detached. For many, it is difficult to separate Obama’s historical significance as the first black president of the U.S. as well as the most powerful black man in the history of civilization with that of authentic charisma.

The End

Charisma: Men, Women, & the Will to Power

2011-05-30T00:37:00.000-07:00

Dear Mr. Brown:

Recently, I read an article you wrote suggesting that charisma and charismatic leadership were concepts more male-oriented than female- centered. I was livid over your comments! However, after my husband read the article, he gave me a different perspective on charisma, men, and power. I can’t say that I am totally comfortable with this difference, but I can appreciate your candor. For some reason, I still feel a bit of sexism in the distinction of men being more prone to charisma than women. Is there a middle ground?

Wendy Henderson
San Francisco, CA

Dear Mrs. Henderson:

Thank you for your passionate comments. For some time I wrestled with my analysis on how charisma played out between men and women. Initially, I tried to be politically correct by making it equal to both genders, but felt that I was not being totally honest about the research surrounding charisma. Nietzsche spoke of the “Amoral Superman” replacing the concept of a God figure. My interpretation of Nietzsche’s concept suggested that unflinching, ambitious men would capture the imagination of the masses and become the idol that society worshipped. Ultimately, this has happened. In a sense, powerful and ambitious men have become deified replacing God as a figurehead. This will- to- power is evident in a patriarchal world where naked aggression is acceptable among men, but denounced among women. When I ask groups of men and women to name charismatic individuals, names such as: Former President Bill Clinton, President Barack Obama, Denzel Washington, and Oprah Winfrey top the list. As I delve deeper into what makes these individuals charismatic to the audience, terms like: Great communicator, empathy and magnetism are suggested. However, as I inquire further about Oprah’s purported charisma compared to the men on the list, viewpoints begin to change from charisma to engaging, empathetic and inspirational. Although Oprah’s success hinges on media power, her brand is inspirational, not power. She emphasizes strength and empowerment, but not power and control per se. At the core of charismatic men is the acquisition and maintenance of power using communication, engagement and inspiration as a means of achieving it. Rarely would charismatic men appear as accessible and vulnerable as Oprah Winfrey. As a matter of fact, appearing vulnerable to that degree is oppositional to the concept of power in a patriarchal society. Although it may be changing, studies suggest that even women envision men in charismatic leadership roles over other women.

Power, control, mission, aggression, tenacity, crusade, etc… are often terms relegated to the motives of men, which serve as the basis for charismatic men having a deeper interest and proclivity to these terms. Women exercise a different type of power that would not fit within the charismatic leadership model. However, pundits have not stopped placing women like Oprah in the charismatic leadership category. At this point, I respectfully disagree with the experts that opt to do so.

Edward Brown
Core Edge Image & Charisma Institute

Charismatic Leadership: One Size Does Not Fit All

2011-05-22T23:24:00.000-07:00

Dear Mr. Brown:

I came across one of your articles where you suggest that charismatic leadership is most suitable when a company is in crisis mode. If what you say is true, can you draw the conclusion that most companies do not have charismatic CEOs at the helm, because most companies are stable? As a result, are out- of- work charismatic leaders running around looking for companies to save?

Julian Christianson
Montreal, Canada

Dear Mr. Christianson:

Thank you for posing an intellectual challenge. Yes, research suggests that charismatic leaders are most beneficial for companies during crisis situations or times of uncertainty. However, there is a difference between the most ideal time for charismatic leaders to flourish and the basic effectiveness of charismatic leaders in general. If business is about people management and profitability, charismatic leadership is generally effective despite the stability of a company. For examples, let’s say a corporation’s quarterly profit reports have been steadily increasing, but the Research & Development (R&D) division has been slow in creating innovative products and services. Although the overall company is healthy, a charismatic leader may jumpstart the R& D division to create groundbreaking products and services. Charismatic leaders are often passionate about ideas and new challenges. There will never be a shortage of problems and challenges within a company that does not necessitate a charismatic leader rising to the occasion.

At the end of the day, charismatic leaders are not skulking around looking for companies to save. Charismatic leaders are visionaries looking for opportunities to put their ideas to work that are a part of a long-term mission.

Sincerely,

Edward Brown
Core Edge Image & Charisma Institute

Charisma & Self-Love

2011-05-18T11:07:00.000-07:00

Hello Mr. Brown:

I read a recent article where you made a correlation between charismatic personalities and narcissism. Do you believe that all charismatic people are narcissistic?

Phillip Roman
New Haven, CT

Dear Mr. Roman:

Thank you for your inquiry. As I have noted in previous letters, I study historical data to isolate patterns of behavior among charismatic personalities. I try to stay away from absolutes, but one of the major traits I have found with genuine charismatic personalities is a great deal of self-love. This self-love is not inherently a negative characteristic. However, it can become destructive when the charismatic person’s major drive in life is self-gratification at the exclusion of any other considerations. I would go as far as to suggest that narcissism is more pronounced within charismatic people than average individuals. I am comfortable making that sweeping generalization, because the goal of bona fide charismatic personalities is often to complete some overarching mission or crusade. Whether it is creating a new religion or designing a new sports car, the drive, intensity and passion required to complete such a task requires a certain level of self-possession and self-absorption.

In the mind of the charismatic individual, he is the only one who can bring an idea to fruition. The mission or crusade begins in the mind of the charismatic person and will not be deterred by outside influences. Such intensity requires an inner focus that often precludes external considerations. To the charismatic person, he knows more than everyone else, because he has imagined his greatness far before embarking upon his mission.

Edward Brown
Core Edge Image & Charisma Institute

Charisma, Power & Control

2011-05-09T00:16:00.000-07:00

Dear Mr. Brown/Core Edge:

I have read your previous blogs and viewed your You Tube videos on charisma where you focus a great deal of attention on charismatic individuals needing power and control. I’m not sure I totally agree with your philosophy about charismatic people needing the level of power and control you suggest. I would go as far as to say that people like Hitler, Gadhafi and maybe even Fidel Castro may fit this mode, but I personally know charismatic people who appear not to be driven by power. Do you think you have overly generalized in your analysis?

Saul Goldberg
Buffalo, NY

Dear Mr. Goldberg:

Thank you for your insightful observations. When discussing the needs and behavior of charismatic individuals, I tend to look at historical and present day figures qualitatively to assess their paradigms and psychodynamics for pattern formulation. Obviously, charismatic individuals are different in personality as well as overall demeanor, but they do share common traits unique within themselves. For example, basketball great, Michael Jordan had the same cut-throat and relentless desire for power within basketball as Adolph Hitler had for conquering Europe and the world. The colorful stuntman Evel Knievel had the same intensity and drive as the founding father and first Secretary of the Treasury for the United States, Alexander Hamilton. To pierce the veil of what these charismatic individuals were driven by surpasses the conventional thinking of the average citizen. It is easy to confuse charismatic behavioral traits with the genuine charismatic personality. Basketball player Kobe Bryant mimics the skills of Michael Jordan to portray a relentless, charismatic player on the basketball court. However, Kobe Bryant would not be described as charismatic. Individuals may mimic the behavior of charismatic personalities, but not genuinely be charismatic. The manifestation of charismatic traits is different than the inner workings of the charismatic mind. Kobe Bryant is relentless, but does not come from the same core as Michael Jordan. The same would be true of R&B singer Usher versus Michael Jackson or even boxing great Sugar Ray Leonard versus Muhammad Ali. The core of Jordan, Jackson and Ali was to self-actualize or become all they could be within their industries. Whether the dominating effect these individuals had on their industries was motivated by a quest for power or power is a result of a dominating effect, their desire to excel at the highest heights brought about influence they used for business and political interests. To this extent, they were conquerors not unlike Alexander the Great or Genghis Khan.

Arguably, what people view as charisma within others is advanced interpersonal relationship skills. Michael Jordan, Evel Knievel, Michael Jackson and Muhammad Ali used personal power that transformed the industry where they reigned. Their level of power controlled the standard of which individuals afterwards would be judged. Power and control were not only internal motivators, but a means of reshaping worldviews. These charismatic individuals taught the world how to imagine and as a result, how to bring imagination into reality.

There is a huge difference between an individual who draws you in with passion, great stories and advanced oratorical skills versus one who transforms the world.

Edward Brown
Core Edge Image & Charisma Institute

Charisma, Barack Obama & the Death of Osama bin Laden

2011-05-02T01:09:00.000-07:00

By Edward Brown

This Q & A session discusses the impact of strategy for enhancing political charisma on the world stage.

Q: How has the death of Osama bin Laden enhanced President Obama’s charisma?

A: Recent polls suggest that President Obama’s approval rating by Americans is around 47%. At the urging of real estate developer Donald Trump, the White House recently released the long version of President Obama’s birth certificate thwarting the ongoing speculation of Obama’s citizenship, but demonstrating a degree of weakness by divulging this information under pressure. Escalating gas prices and the continued high employment rate necessitated some action that would change the conversation as well as create a sense of achievement for the Obama Administration. Neutralizing Osama bin Laden did that. This one act strengthens Obama’s reelection bid as well as increase his fundraising efforts.

Q: Is the killing of bin Laden merely a political move to curry favor with the American people?

A: If most things are predicated upon a political agenda, killing bin Laden is a political act. Contemporary politics is not only about the distribution of resources, but the marketing of political candidates. Symbolically and inspirationally, neutralizing bin Laden at this time, pays off politically and creates the perception that Americans are safer and that President Obama is a strong, decisive leader. In street vernacular, Obama gets “Cool Points.”

Q: Is charisma about using lives to facilitate an objective?

A: Charismatic leaders are consistently Machiavellian in their actions. Yes, they implement strategies to affect a specific outcome even if lives are expended in the interim. One would be naïve to believe a message of hope does not come with the price of death on occasion.

Q: Why is a Machiavellian notion surrounding charisma difficult for people to accept?

A: People have a hard time accepting the reality that everything in life comes with a price and that there is an upside and downside to everything. Although people understand intellectually that everything has a price, it is problematic for them to accept emotionally.

Q: So, is President Obama’s charisma enhanced when the right person is killed for the right reason?

A: That’s a challenging question. It really depends on the situation. There is talk in journalistic circles that Middle Eastern countries who are allies of the United States are looking towards Russia and China for future alliances, because of the loss of confidence by Middle Eastern allies in American foreign policy. Although Libya is in Africa, cultural and geographic similarities with the Middle East put the neutralization of Libya’s Muammar Gadhafi on the same trajectory. President Obama’s election promise to “reset” global relations was interpreted by some regimes as an act of weakness. Charismatic leadership is weakened without fear and the threat of reprisals for acts against American interests. This goes to show that militarily, there is no difference between a Republican president versus a Democratic president. The rules apply across the board.

Q: So, does charisma exceed merely creating good feelings among people?

A: Charismatic leaders realize that people act on emotions and justify their actions through mental reasoning. Even when charismatic leaders have to exercise the most diabolical and heinous acts for a specific outcome, they have to insulate their message with emotional considerations for the audience they serve. To do otherwise, even when the cause is correct, goes against fulfilling the emotional needs of charisma leaders’ constituency.

Charisma, Discipline and a Balanced Life

2011-04-24T23:18:00.000-07:00

By Edward Brown

This Q & A session explores the inner workings of a charismatic person’s mind and lifestyle.

Q: What would be the most surprising aspect of a charismatic person’s lifestyle to the general public?

A: How simplistic his life is. Contrary to popular perception, a charismatic person would rather read a book, attend an educational symposium or visit a museum rather than frequent events unrelated to his mission.

Q: Is this to say, that a charismatic person is not a social animal?

A: No, he is sociable, but not in the way most people would believe. Most of his activities are mission oriented. The genuine charismatic person relishes power and control. He is less likely to attend functions that do not have some connection to his overall goals.

Q: Is this part of the discipline of the charismatic person?

A: Yes, even when he is being sociable, he is exhibiting a high degree of self-restraint and rectitude.

Q: Where does this extreme discipline come from?

A: Extreme discipline is the outgrowth of a preternatural focus on a mission. Along the way, the charismatic person made a conscious decision to rid himself of any ineffective habits, insignificant relationships, and destructive behavior that would prevent the manifestation of an idea.

Q: So, is having a balanced life important to the charismatic person?

A: A balance life is a relative term. For many people, a balanced life may be attempting to have as much pleasure simultaneously as possible. The charismatic person believes the joy of the mission is a reward within itself. And any pain that comes with furthering the mission is worth it. He is lofty and believes a balanced life is for individuals who truly have not found a compelling purpose to live. In the charismatic person’s mind, there is no such thing as balance when one is bringing a compelling idea to fruition. To be successful requires a focus that becomes skewed to the goals of the mission.

Q: Has the charismatic person relegated himself to becoming a machine?

A: Yes and no. He has become as regimented and relentless as a person can be, which may be machine-like, but he is still human. Through the ongoing process of his mission, he has become a political/ business animal with different emotional responses than the average person. He has an insatiable desire to maximize his performance. For the charismatic person, without a mission, life would cease to be valuable.

5 Ways to Enhance Your Charisma Using Historical Figures as Models

2011-04-18T02:48:00.000-07:00

There are several ways to improve your ability to attract command and maintain success personally and professionally through the examples of historical figures.

Here are five ways to enhance your charisma through these models:

Develop a compelling plan and strategy. A major driving force for charismatic leaders is their ability to implement a plan stemming from an overarching mission. Dr. Martin Luther King, Jr. had a compelling plan to desegregate institutions within the United States and used marketing strategies through the media, celebrities and public outcry to draw attention to his mission.

Become a voracious reader. Charismatic leaders have a preternatural desire for acquiring more and more information and knowledge. Former President Bill Clinton reportedly reads up to five books at a time.

Cultivate your speaking skills. Charismatic leaders speak with a great deal of passion, clarity and action. Nation of Islam leader Louis Farrakhan has the ability to speak to an audience and maintain rapt attention for hours. His use of current events, controversial topics and a clear understanding of the psychodynamics of his audience make his speeches riveting and mesmerizing.

Think and act differently. Charismatic leaders dance to the beat of their own drum. Whether basketball great Michael Jordan was wearing NBA banned multicolored sneakers, sporting a bald head or flying to the basket from the foul line, he consistently demonstrated the power of thinking and acting from one’s own perspective.

Take risks. Charismatic leaders are known for taking calculated risks. The late and legendary engineer and automotive executive John DeLorean created the sports car, the DeLorean. His larger-than-life personality was equal to his ambition. Without great risks, sometimes at great cost, the name DeLorean would be among the pantheon of car designers unknown to the world, but whose designs became iconic.

The State of Charisma in the 21st Century, Pt. I

2011-04-11T00:06:00.000-07:00

By Edward Brown

This Q & A explores the status of charisma in contemporary society.

Q: What is the current condition of charisma in the world today?

A: Currently, there are no seminal or visionary leaders on the world stage to speak about. It does not mean that they do not exist. Somewhere in the world, right now, there is someone trying to get a movement off the ground. He is either attempting to create momentum or maneuvering in his intellectual wilderness planning for the future.

Q: If this charismatic visionary is present, what is taking him so long to reveal his plan?

A: The current political movements in Africa and the Middle East are being mastermind by one or a few individuals. These individuals may be strategists, but not necessarily charismatic figures. Mass movements are often spearheaded by calculating individuals who weigh economic, social and political conditions and foment movement when the time seems ripe. These strategists may be consensus builders rather than positioning themselves for centralized leadership. They may pass the baton on to pockets of interested people rather than become the embodiment of a movement.

Q: So have conditions changed calling for strategists rather than charismatic leaders?

A: Eminent philosopher Thomas Carlyle once said that people were “hard-wired” for hero-worshipping. They inherently need to believe in something or someone bigger than themselves. Strategists can create social movements and change, but in the end, people cry out for a compelling person to articulate and embody their aspirations. Today, it is more difficult for compelling or charismatic leaders to come to fruition, because of the isolation, solitude and extreme discipline it takes to commit one’s life to an idea. It takes a different kind of fortitude to immerse oneself into a mission when less committed individuals may be gaining more attention through the Internet and multimedia.

Q: So if the state of charisma is intact, is it a mere case of the conditions being ideal for charismatic leaders to emerge?

A: Charisma will probably always be intact, because there will always be a compelling personality who seemingly comes out of nowhere and speaks for and outlines a plan to address the unfulfilled needs of a people. The world will never be overrun by charismatic leaders. The time, process and special conditions that align for such individuals to emerge are not prolific. It takes a long time for charismatic leaders to grapple with their role on the world stage as well as the time necessary to embrace a compelling idea that becomes a crusade.

Q: Where is the next challenge in the world that beckons for charismatic leadership?

A: That’s tricky! The sensitivity that charismatic leaders feel for certain
situations is unpredictable. Missions and crusades can last a lifetime. Be rest assured that authentic charismatic leaders are not “fly by night” overnight sensations. Every fiber of their being is geared to a specific cause that has taken a lifetime to align. Look for the person who may be seemingly under the radar, but that a few people have identified as being extremely different in personality and holding passionate, transformational views of the world. He is potentially the next charismatic icon.