Charisma and presence in leadership

We hear the terms ‘charismatic leaders’ and ‘leaders with presence’, but what does this actually mean? Some people confuse them as the same; however, on closer inspection, we find that they can be very different. This short article looks at possible definitions of both terms, drawing particularly on Scouller (2011), identifies the power that both have in influencing people and asks seven questions to assist you in building your own leadership presence.

Leadership can give an individual a significant degree of influence over others. Conger (1994) explores the idea that leaders can project both their ‘shadow’ and their ‘light’ onto others and, as such, need to take responsibility for what is going on within themselves, lest the act of leadership create more harm than good.

According to Scouller (2011), ‘Charismatic Leadership’ can emphasise outer charm, power and persuasiveness – an outer image which can lack a deeper core. Charisma serves as a magnet and may be based on the assumption that charm and poise are all that is needed to attract potential followers. Charismatic leaders may rely on persuasion and be highly effective in both body and verbal language skills. Using a wide range of approaches to portray their image, charismatic leaders may practise to develop charismatic traits. In some instances, charisma can be theatrical, like a carefully produced show which is played out to an audience to create the desired effect or outcome.

Under charismatic leadership, success may be viewed by followers in relation to their leader, thereby directly linking success with the leader. Where a group becomes heavily dependent on an individual leader's charisma, their departure may leave a gap in motivation or direction. Charisma can be particularly useful when a leader needs to generate attention, enthusiasm or energy around an idea.

‘Leadership with Presence’, on the other hand, is described by Scouller (2011) as a psychospiritual state which reflects outwardly. It is an inner wholeness, a sense of identity and purpose. An understanding and congruence between feelings, life and oneself. This approach also involves becoming more aware of beliefs or fears that may influence how you lead. Distinctive behaviours associated with ‘presence’ are attentiveness (being in the moment) and disarming honesty (Scouller, 2011).

Leaders with presence radiate sincerity and may have what it takes to build foundations and make meaningful things happen. In this way of looking at leadership, whilst charisma gets you noticed, like the sheen on metal, presence represents something deeper. These leaders may earn respect and engender a powerful interplay with their followers through value-behaviour alignment. Success is viewed as an achievement by all and a shared responsibility; this trait of highly effective teams is evident.

Building leadership presence requires inner exploration of the following areas:

1. What is important to me in life? What are my values and my boundaries?
2. What gives my life meaning and purpose?
3. What makes me feel connected to myself and others?
4. When do I feel at my most confident?
5. How do I project myself when I am unsure of my values and boundaries? And how do I project myself when I am sure and comfortable with them?
6. How do I use my leadership powers? Do I project my shadow or my light onto others? And how do people respond to me in both scenarios?
7. How do I show attentiveness to others and speak with helpful truths?

Of course, there are exceptional leaders who display both charisma and presence; the two are not mutually exclusive. From this perspective, developing ‘presence’ can provide a strong foundation on which charismatic qualities can sit.

References

Conger, J.A. (1994), Spirit at Work: Discovering the Spirituality in Leadership, San Francisco: Jossey-Bass.

Scouller, J. (2011), The Three Levels of Leadership: How to Develop Your Leadership Presence, Knowhow and Skill, Kemble, Cirencester: Management Books 2000 Ltd.