We expect our leaders to possess this ethereal quality called “charisma”.  But, once we use the term, we have a problem.  Just like our concept of entrepreneurship, there is no universal definition.  (I attribute both of these problems to our devotion to political correctness.  We want to grant entrepreneurship status to those who clearly are not entrepreneurs, like that will really help grow enterprises.  The same is true with charisma.)

If an entrepreneurial leader is also charismatic, then we may have the true foundations for a great enterprise.  Just like we  find that we can instill entrepreneurship in some individuals by training (who may, indeed, have nascent innate characteristics to make this possible), the same seems to be true for rendering someone just a “little more” charismatic.

Dr. Nathan A. Fox (U Md) believes that outgoing, exceptional children develop as charismatic adults when they have positive self-images.  (This characteristic develops as the child grows to adulthood due to its natural temperaments- but can also be modified by the child’s environment and circumstances.)  Countering that concept are the findings of Joseph Roach (Yale), who believes one is born with charisma.  Yet, if that innate trait is not developed, improved, and nurtured, it may never fully bemanifested.  (Notice the similarity to our concept of entrepreneurship?)

Dr. Ronald Riggio (Claremont McKenna) has been studying leadership and organizational psychology for some 30 years.  He believes there are six aspects to charisma:  Emotional expressiveness, enthusiasm, eloquence, self-confidence, vision, and responsiveness to others (empathy).  And, of course, they must be balanced in the individual.

This is very similar to Conger-Kanungo (1998), which have a series of 20 statements that afford an evaluation of charismatic leadership based upon five aspects: vision and articulation (eloquence and vision, above), sensitivity to member needs and the environment (empathy, above), personal risk-taking (perhaps, self-confidence, but this is more dynamic), and performing unconventional behavior (one step beyong enthusiasm).

Looking at these traits, it is clear that charisma can be cultivated.  We can become more eloquent with practice.  We can learn to respond to others- or, at least, certainly do it better. (Notice how we respond to candidates who loosen their ties, spend time with us “feeling our pain”.  And, how we respond to other candidates who relate to our viewpoints and loves- by saying some of their best friends own race cars…)  Unfortunately, enthusiasm can be faked (and, it often is).

Even vision can be enhanced.  (I am not sure vision can be acquired.  But, Steve Jobs would routinely spend decades of hours practicing for his 10 minute “off-the-cuff” presentations, so…)   Bringing in theatrical elements help explain a vision or enhance enthusiasm to an audience.  (Roach is a theater historian, by the way.)

It’s why MIT offers programs to enhance charisma for business executives.  Dr. Sandy Pentland and Daniel Olguin have developed electronic badges that monitor vocal tone, proximity to others, and gesticulations to asses four types of non-verbal signals critical to charisma.  They term these social skills “honest signals”, because they cause changes in the receiver of those signals. Those with charisma are more energetic, they talk more, they listen more, spend more face-to-face time, pick up cues from their interactions (which is why I hate to talk on phones), and draw others out to make them more outgoing.

The course teaches mimicry- to make one’s body language (kinesthetics) more inclusive- smiles, head-nodding, etc.  It teaches one to be enthusiastic, since those with effervescent behaviors are considered more charismatic than listless, stick-in-the-muds.  Oration is practiced to render one more fluid and consistent.  And, the final aspect is to learn to match the speech patterns of the local audience.

Pentland and his associates have been able to predict which executive will be more effective at motivating and rousing his/her peers.  And, given those predictions and these bases, it means that these pre-linguistic social signals are ancient (on an evolutionary scale) and probably were critical in the development of social groups.  And, it took folks with charisma to change the culture when a technological or social revolution was necessary.  Which also means that charismatics can lead us to extreme circumstances- consider the fact that Hitler and Stalin were charismatic, as were many of the leaders of SDS in the 60’s and 70’s.

Moreover, if we continue to teach charisma, we may end up with leaders that have the outward characteristics, but lack the vision and ability, to “get the job done”.   

Share this: