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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
Thinking
Power
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Charismatic
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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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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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We need to reexamine and reassess the purpose of the corporation, and go back to the idea that senior leadership has responsibilities not just to shareholders but also to customers and employees.
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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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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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Almost no one as I think most leadership books are a joke. They are, as I note in Leadership BS, frequently based on wishes and hopes rather than reality, on inspiring stories rather than systematic social science, and on oughts rather than is.
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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.
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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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To become memorable do things that are somewhat unexpected. Dress, or talk, in ways that draw attention. And mostly, don't follow all the rule for behavior so closely.
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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.
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Great strategy, not executed, can't possibly have any effect on performance because it doesn't actually affect anything. It's like planning for a successful surgery to remove a tumor. If no one picks up the knife and actually operates effectively, the diseases will persist.
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Being memorable equals getting picked.
Jeffrey Pfeffer