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I do not think anyone who ever saw Lyndon Johnson give a speech would call him charismatic, even though he was one of the most effective presidents in U.S. history. Same with Lincoln. Charisma is only one source of power, and probably not a very important one, at that.

Jeffrey Pfeffer

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Jeffrey Pfeffer
Age: 78
Born: 1946
Born: July 23
Academic
Business Administration Scholar
Economist
Professor
University Teacher
St. Louis
Missouri
Would
President
Effective
Think
History
Saws
Thinking
Power
Speech
Give
Source
Charismatic
Ever
Probably
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Giving
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Presidents
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Anyone
Lincoln
Even
Though
Johnson

More quotes by Jeffrey Pfeffer

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Career success depends on people's educational credentials, their length of service (job tenure), unfortunately it is still the case on their race, gender, and similarity to those in power, and of course, on their political skills. Job performance matters, but less than most people think.
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Leaders are not modest, and more importantly, the extensive social science research on narcissism, self-promotion, and similar constructs shows that these qualities and behaviors are useful for getting hired, achieving promotions, keeping one's job, and obtaining a higher salary.
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Take care of your customers, and you will have a successful business. Don't, and you won't. The airlines need to figure this out - soon.
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Successful organizations understand the importance of implementation, not just strategy, and, moreover, recognize the crucial role of their people in this process.
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People need to be ready to have truly global careers. Just as companies now face world-wide competition, so, too, do people. Therefore, individuals need to get out in the world more - some large percentage of Americans don't even have a passport - and work in different countries.
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My overall recommendation: for decades corporate policy manuals and HR departments have told people they are responsible for their own careers. It's about time people really heeded those warnings.
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Your most important task as a leader is to teach people how to think and ask the right questions so that the world doesn't go to hell if you take a day off.
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Part of strategy is figuring out what you're good at, figuring out what you're not good at, and then getting yourself in position to succeed by doing mostly what you have a competitive advantage doing.
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You are more likely to acquire power by narrowing your focus and applying your energies, like the sun's rays, to a limited range of activities in a small number of domains.
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Knowledge is only useful if you do something with it.
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The single most significant change has been the globalization of labor markets. Product markets - trade in goods - have been globalizing for years. But now, with the reduction in communication expenses and the building of all sorts of IT infrastructure, essentially any job can be done almost anywhere.
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Advocates of knowledge management as the next big thing have advanced the proposition that what companies need is more intellectual capital. While that is undeniably true, its only partly true. What those advocates are forgetting is that knowledge is only useful if you do something with it.
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The individual attributes of warmth and competence are often perceived to be negatively correlated. That doesn't mean they actually are, but that's how people perceive the world. So, cruel people, those who gave negative book reviews, for instance, were seen as less likeable but as more intelligent.
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I am increasingly convinced that people who have power are not necessarily smarter than others. Beyond a certain level of intelligence and level in the hierarchy, everyone is smart. What differentiates people is their political skill and savvy.
Jeffrey Pfeffer
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Trust is about keeping commitments, but in many instances, circumstances change and organizations therefore shed commitments, things such as retiree medical benefits, pension obligations, and even employees without much remorse or maybe even hesitation.
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Most organisations say they want creativity, but really they do not.
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Personal growth and professional development require mostly being treated like an adult, which is pretty much the opposite of what happens in most workplaces. People need to be able to make decisions. To do that effectively, they need information and training in how to use it.
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Being memorable equals getting picked.
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Witness Donald Trump's current presidential campaign. So first people need to find the white spaces, the unexploited or underexploited niches where there is less competition and more opportunity.
Jeffrey Pfeffer
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The stories leaders and others tell, few of which are true, are a lousy foundation on which to base any sort of science, and we know how to accomplish behavioral change and the importance of priming, informational saliency, and social networks. Producing inspiration and other good feelings doesn't last very long.
Jeffrey Pfeffer