The Charisma Factor: How to Develop Your Natural Leadership Ability asserts that charismatic leadership has been mischaracterized by being limited to a gift of the select few. In the book, the authors attempt to identify the traits of charismatic leaders that can be emulated by any leader.

Richardson and Thayer, the authors first contend that whereas most leaders try to move organizations by well-thought-out logical argument, the charismatic leader moves people primarily by their emotion. The authors contend that emotion is the often overlooked aspect of leadership, and is fundamental to all decision making. They demonstrate this by multiple examples of everyday decisions that are made, primarily from need-satisfying feelings, as opposed to logical syllogisms. It is this aspect that distinguishes the charismatic leader from other models of leadership.

By identifying the distinguishable traits, the authors attempt to construct a blueprint for charismatic leadership that can be replicated by anyone. The most prominent of these traits are what the authors> term “charismatic communication.” In this style of communication, most of what is conveyed is through the non-verbal expressions. Most of these we are unaware, largely due to culturally restricted perceptions.

This communication is a 3-Step Process. First, charismatic leaders communicate with their whole being rather than just words. Second, they draw others in. They create a link that engenders a desire for others to follow their leadership. Third, their hallmark is the ability to inspire and manage virtually any emotion in those around them. “When filled with their best feelings, people naturally want to take action (p.26).”

A primary earmark of the charismatic persona is that of optimism. Again, this can be a learned trait. The authors contend, “To have a magnetic leadership presence you must first maintain an optimistic view of yourself, your leadership, and your goal (p.31).” This, however, does not mean that these deny reality. They are realists in the truest sense of the word. Yet, they genuinely see difficulties as opportunities to overcome, rather than roadblocks upon which to build excuses.

Also, leaders with charisma will have passion. This passion is contagious if accompanied with a congruence in extraverbal language. It is this congruence that gives the passion genuineness and inspires others to follow. Those extraverbal, learned traits are posture, movement, eye contact, skin color, muscle tone, breathing, and vocal quality. Again, they reiterate that people communicate with their whole beings, and charismatic leaders are adept at harnessing those aspects that most inspire others on an emotive level.

To increase the congruence of your message, R & T admonish others to have total focus on their topic. Speak about emotionally oriented topics. Make sure your body is relaxed, with low, natural breathing. Be well-prepared, without being scripted. And finally, be flexible to the audience needs. To round out the first section, the authors give practical guidance on how to present yourself in speaking to groups.

The second section opens with contending that charismatic leaders first make connections with their followers before they start to provide direct leadership. They describe four levels of leadership connection. First, rapport building is basically matching other’s behaviors, attitudes, or beliefs. The authors contend these are ancillary to more critical bonding traits.

Next, the authors disclose that some leadership creates binding connections. These are comparable to co-dependent relationships that result in blind, subservient relationships by the followers.

Control-oriented, the third kind of connection, is strongly and clearly manipulative. Followers of this kind of connection are victims, who have lost the ability and desire to individually live their lives.

The final connection, entrainment, is respectful of freedom of thought and personal control. It creates a stimulating bond of trust. Obviously, this is the healthiest connection forged between the leader and follower.

Entrainment is the technical term for the rhythmic synergy created between two persons. The authors use multiple metaphors to try to explain this important dynamic. The liken it to two people dancing. Although the male is supposed to lead, it is obvious that as the two learn to “read” each other, the female has just as much ability to influence the interaction. Once entrainment has been achieved, there is the foundation to begin leading the follower. Until then, the emotive bonds are insufficient to influence them.

The authors then provide multiple techniques to create this entrainment, they term “likeability.” To create this symbiosis, they say to intentionally try to synchronize breathing, facial expression, posture, gestures, rhythms, and mood. Vocal areas to address are tempo, tone, volume, and timbre. They also advocate synchronizing beliefs, values, and the use of keywords.

A word of caution is provided by the authors that it can be perceived as offensive if the mimicry is too obvious. As such, the leader should intentionally work to create subtle rhythms of commonality, in order to create an emotional affinity by which they can progress with leadership.

In addition, they are quick to note that great leaders do not use these techniques with simple manipulative strategies to get what they want. In fact, they point out that one of the quickest ways to break entrainment is for the leader to be dishonest, violate the trust built, or act against the betterment of the one so entranced.

To establish your role in small groups, R & T provide certain techniques to be able to identify those entrainment relationships already in place. For example, they suggest you ask leading questions, then watch the eye contact and body language of the group. Invariably those will go toward the leader who has already established entrainment with groups. In medium sized groups of 20 to 50, note the way they sit, and how there is a symbiosis of existing relationships.

In those contexts, the authors contend that the wise leader will work to create entrainment with those who already are leading others. They give a simple strategy of reflecting their values, by stating the words they say using other words and varied phrases.

The authors then proceed to how to entrain with large groups, such that millions could potentially connect with you as their leader. At this juncture, they return to the dominant theme that charismatic leaders manage the emotions, rather than construct logical arguments.

They advocate learning to use emotive building strategies. Charismatic leaders learn to use impact words, elicit questions, use sensory stimulating language, universal experiences, word pictures, and stories. It is the use of language that moves the emotions, which in turn moves the decisions of people. The authors note such great communicators as Churchill, Reagan, Kennedy, King, et al, to demonstrate the power of the use of words.

It is at this juncture the authors build on the idea of entrainment in public speaking. They affirm speaking in slow, deliberate tones to start a speech. Build to a rapid pace, then settling in on the normal speed in which you normally speak, to entrain the masses. They again focus on the need to affect emotion before a decision.

Charismatic leaders, according to R & T, learn to diffuse the resistant. Once again, they do not limit the discussion to abstract theories only but give a list of practical techniques that could be used.

At the end of the book, the authors summarize what needs to occur to develop a more charismatic leadership style. First, be optimistic. Second, be passionate about what needs to be done. Communicate the emotion, not just the content. Create a rhythm with others. Inspire others to greatness. Finally, learn to present yourself and ideas in such a way as to manage the emotions of others, not just the cognitive.

Published one time for exclusively educational purposes. Resource for the compendium provided by The Charisma Factor: How to Develop Your Natural Leadership Ability by Robert Richardson, Ph.D. and S. Katharine Thayer (1993, Prentice Hall)