Antonakis Fenley et al 2012

Learning charisma. Transform yourself into the person others want to follow

1. Références

• Référence complète APA : Antonakis, J., Fenley, M., & Liechti, S. (2012). Learning charisma. Transform yourself into the person others want to follow. Harvard Business Review, 90/6, 127-130.

• Auteur(s) : John Antonakis, Marika Fenley and Sue Liechti

• Revue : Harvard Business Review

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3. Mots-clés

• exposé
• charisme

4. Abstract

Many believe that charisma, the ability to captivate and inspire an audience, is innate. But through research in the laboratory and in the field, the authors, who all work at the University of Lausanne, have identified 2 tactics that help managers become more influential, trustworthy, and "leaderlike" in the eyes of others. Great orators and politicians employ these techniques instinctively, but anyone can learn how to use them. Nine of the tactics are verbal: metaphors, similes, and analogies; stories and anecdotes; contrasts; rhetorical questions; expressions of moral conviction; reflections of the group's sentiments; three-part lists; the setting of high goals; and conveying confidence that they can be achieved. Three are nonverbal: animated voice, facial expressions, and gestures. Though there are other tactics that leaders can use--repetition, humor, talking about sacrifice-the 12 singled out by the authors have the greatest effect and can work in almost any context. And the research shows that they also have a larger impact than strong presentation skills and speech structure. This article explores the 12 tactics in detail, providing examples from business and politics, and offers guidance on how to start implementing them. A manager's goal should be to incorporate them not only into public speaking but also into everyday interactions. They work because they help you create an emotional connection with your audience, even as they make you appear more powerful, competent, and worthy of respect. People who use them effectively will be able to unite their followers around a vision in a way that others can't. And in the authors' study, executives who practiced them saw the leadership scores that their audience gave them rise by about 60%.

6. Voir aussi

• Antonakis Fenley et al 2011