Handsome, charming, pretty, attractive, smart these adjectives regarding personality cannot be described. Similarly ugly, unattractive, disfigured, obese, skinny, fair, stout also cannot be defined. But then why do we call some people ‘charismatic’? A variety of factors can make a person charismatic. They include but are not limited to confidence, energy, optimism, expressive body language, and a passionate voice. People with charisma are often enthusiastic and speak with assertiveness. APJ Abdul Kalam, the “Missile Man of India,” was a renowned scientist, a visionary leader, and the 11th President of India. With a charismatic and humble personality, he left an indelible mark on the nation. Known for his unwavering love for students and education, Kalam was a true inspiration to countless individuals, he was charismatic because of his research, his speech, his warmth and his love for education. He was not a handsome man.

People with charisma tend to project calmness, self-confidence, assertiveness, honesty, authenticity, enthusiasm and, almost always, they have excellent communication skills. These traits are supported by positive body language transmitted through their posture, facial expressions, eye contact and hand movements. Narendra Modi, the present PM of India, completed his higher secondary education in Vadnagar in 1967; his teachers described him as an average student in education but a gifted debater with an interest in theatre. He preferred playing larger-than-life characters in theatrical productions, which has influenced his political image. His dialogue delivery is excellent and prompt.  He can talk about any situation with mastery. He has great fan following in the world.

Charismatic people possess an irresistible charm that draws others to them, enabling them to forge strong connections, inspire trust, and lead effectively. Colorful, debonair, mischievous and romantic, Dev Anand’s personality is best manifested in the song he sang in Hum Dono: Main zindagi ka saath nibhata chala gaya; har fiqr ko dhuen mein udata chala gaya…. Hema Malini’s mother was a huge fan of Dev Anand, so she grew up hearing his name and watching his films. Her career’s second film Johnny Mera Naam was with Dev Anand. Hema was so young, and Dev was a huge star. But he never made her feel like a newcomer. They shot the film’s cable-car sequence for the song ‘Ohh mere raja’ at Rajgir in Bihar. The crowds got unwieldy. Dev Anand looked after her. Dev Anand was always on the move. He was genetically restless, and he didn’t appreciate people around him who couldn’t keep pace with him. Watching him at work was like taking a vitamin tablet. Asha Parekh compares working with Dev Anand to being on an express train. The journey was relentless and stimulating. Dev Anand oozed charisma because he was superbly talented and knew how to play this game called Life.

I remember one of my school days classmates whom I remember as a charismatic person. She was not a pretty girl; she spoke slowly and calmly. She wasn’t the smartest person in the room but once she spoke no matter how short, the students would turn their heads at her and listen with intent. She once explained to me that speaking fast does not help her navigate her thoughts clearly. She would not use pauses or hesitate when she spoke because she would let her mind process her words before she delivered them. I found her mysterious. She never spoke about her life unless it was required. She never told anyone in the class about her home, about her family life, she never tried hard to explain herself, she let people judge her however they perceive her life to be.

Being self-aware enables people to play to their strengths and disguise their shortcomings. Self-awareness results in being aware of your inner experiences, such as thoughts and emotions, and how your presence and behavior affect other people. Self-awareness is required to be fully present and at ease in your skin. You can acquire self-awareness through practicing mindfulness.  Our Minister for External Affairs Dr S. Jaishankar is an amazing diplomat. Perhaps the best External affairs minister India has ever seen. His colleagues and mentors vouch for his “realistic view of foreign policy” among other skills. Jaishankar is a politically savvy diplomat. He has proved his style and knowledge in bridging the gap between his ministry and the PMO while making ambitious foreign policy moves. He looks striking while speaking on any platform. His diction is good, and his intellect is visible. 

Warmth is a critical charismatic personality trait. Warm people are usually approachable, understanding, and caring. Optimism and enthusiasm also convey warmth. Dr. Devi Prasad Shetty is an Indian cardiac surgeon who is the chairman and founder of Narayana Health, a chain of 24 medical centers all over India. He has performed more than 100,000 heart operations. Devi Shetty’s soft skills are very powerful and extremely effective. An image of absolute poise and grace, Dr. Shetty carries a light smile that instantaneously comforts and reassures his patients. He is soft spoken, and a very good listener. He exudes warmth.

A charismatic personality can also convey competence, a combination of power, capability, and intelligence. Competence is leadership ability. Think of the authoritative aura of Elon Musk, who conveys an air of no-nonsense competence. He’s a man that gets things done.

When others assess you in a job interview, they evaluate your ability to do what you say you’re going to do. Conveying competence with less warmth can establish authority. Still, the right balance of warmth and competence is the foundation of charismatic personality.

The way you carry yourself, the confidence you show, fuels your presence. This includes the way you dress, what you look like, how handle situations, your confidence, you walk, the way you talk, the way you stand, and how the people around you perceive you as a person. Charismatic people stand out anywhere they go.  

Strategic leadership involves managers using their creative problem-solving skills and strategic vision to help team members and an organization achieve long-term goals. Strategic leaders are strong communicators, active listeners, passionate, positive, innovative, collaborative, honest, diplomatic, empathetic, and humble. This article throws light on some good Strategic Leaders who have turned around their organizations. The article also talks about Threshold Competencies in Strategic Leadership.

Threshold competencies include basic knowledge, skills, character, motives, self-image, and social role and these are essential for performing a job. Without these, some areas of performance will be of poor quality. To move beyond minimum performance, additional competencies are required.

The term threshold competency was coined in 2006 to describe the level of knowledge and skills an individual must have before they can take on a particular employment. This is typically measured by conducting interviews and written tests. Threshold competency is a term used to describe the level of skill or knowledge that an individual needs to be able to perform their responsibility in a job.

Can everyone become a leader? The answer is NO. Some people mould themselves in leadership position easily. Strategic leadership is a type of leadership in which leaders influence those around them to embrace a collective vision for the success of their organization. These leaders can work confidently in today’s VUCA world by approaching situations with creativity, vision and focus on long-term success and providing their team with a clear sense of direction and collaboration to work together toward a common goal.

Good leaders understand VUCA World

VUCA stands for volatility, uncertainty, complexity, and ambiguity. It describes the situation of constant, unpredictable change that is now the norm in certain industries and areas of the business world.

Tactical leaders possess the unique ability to figure out the best strategies and implementing them methodically to help their organization remain sustainable. And, sustainability requires adaptation, whether it’s the available technology, the changing climate, fluctuating economy or other affecting factors, and organizations without strategic leaders are at risk of failure in the face of these factors.

What is Google CEO Pichai’s leadership style? According to reports, he is a modest, restrained man. He is empathetic, supportive, and graceful at navigating political minefields. He avoids confrontation, instead emphasizing cooperation. He waits out conflicts rather than confronting opponents. “He has great relationships. He’s just not a polarizing figure,” Minnie Ingersoll, a former Google product manager who worked with Pichai early in his career, told The Wall Street Journal.

EQ is an important threshold competency

Leaders with high emotional intelligence can utilize their emotions appropriately to influence positive outcomes. This is a must-have skill for leaders. It helps them effectively manage teams without causing rifts or conflicts.

However, there are some basic competencies that are essential for an employee to hold a leading position. These are: conceptual skills, integrity, humanity, communication skills, and business acumen. While the first four are basic traits that make an employee a good leader, business acumen is exceptionally important. Business acumen is an ability to understand and handle business situations. It is the collection of both general and organization-specific knowledge about how things get done and why they are important. 

Leadership competency is an essential element of a team leader at mid-level, or senior-level position in an organization. The most essential part of a leader’s job is to understand and convey goals, delegate tasks, set deadlines, and motivate employees. Good EQ helps leaders to perform well.

Employees who wish to progress into managerial roles are required to have leadership competency. The leadership ability of an employee is judged based on his interaction with other employees, subordinates, how he builds relationships with others, and how he handles conflict.

The leadership style of Mukesh Ambani is very distinctive. Mukesh Ambani doesn’t restrict himself to the traditional boundaries of monocratic, transformational, and situational leaderships among others. His has own unique style of leading. He is a visionary. He can think of the future – the unknown. He knows what technology will be feasible in the future. He understands the sustainability of a company and its potential not based on its present promises but what it promises in the future. It is this ability of the Indian billionaire that has ensured the unprecedented success of Reliance Industries, a conglomerate that was founded by his father Dhirubhai Ambani. Mukesh is an impatient man. He wants solutions to the problems at the earliest. For that purpose, he employs only the best hands. He doesn’t pretend that he knows the solution to each problem.

Effective leaders not only guide teams towards achieving strategic objectives but also foster a culture of innovation, collaboration, and continuous improvement. They inspire employees to reach their full potential, steer through challenges, and capture new opportunities. A successful leader ensures employees’ prosperity and the organization’s economic success.

Respects discipline

Employees get influenced by their manager’s discipline, his style, which in turn improves their work performance. Some leaders also use a compensation structure to promote the achievement of strategic goals resulting in the union of individual and company goals.

A leader’s role is to prioritize the team’s needs and create an environment where everyone can flourish and learn from one another. They know that investing in people and prioritizing their requirements results in unwavering loyalty and trust. To inspire the team, managers need to communicate a simple clear and relevant vision of the way forward. Solving internal conflicts is not an easy task. Differences of opinion and confrontations are inevitable when a diverse group of people gathers under one roof.

Narayan Murthy is known for his down to earth nature and friendliness. His achievements and hard work are a great example for any other Indian who aspires to be an entrepreneur. His encouragement has led to the revolutions of startup industries in India. He gives importance to passion and will to persevere. He says that leaders must give priority to the long-term interests. High levels of optimism and high aspirations.

Inspires Team

A leader’s job is to inspire their teams from time to time by appreciating/recognizing their efforts, comprehending complex situations, and acting appropriately towards creating a contented workforce. Leadership development programs help to reinforce the company’s vision, mission, and values. These programs bring employees together, and team-building events provide opportunities for socialization as well as encouraging employees to work as a team and better understand one another on a personal level.

Motivating employees is learning about their needs and desires, delivering what they require, and rewarding them for a well-done job. A leader inspires team members by listening to and appreciating their ideas, as well as recognizing their contributions.

A leader is accountable for ensuring that his/her team stays efficient and productive. They can encourage higher productivity levels from each team member by applying modern management strategies designed to improve time management, minimize employee stress, and increase the quality deliverables of meetings.

The Indian business tycoon Azeem Premji plays the role of chairman of Wipro Limited and has a net worth of US $7.2 billion as of October 2019. One of the top industry leaders in India quotes “Success is achieved twice. Once in the mind and the second time in the real world” among others demonstrate how he as one of powerful person in India thinks. Premji’s sharp strategic vision and crisp communication skills led his team to strive for excellence. He has been known for his modesty, simplicity, and non-extravagance.

Managing Change Effectively

Managing change especially when it’s traumatic is no joke. CCD, which once did roaring business through it’s over 500 outlets in India and abroad, has now plunged into debt, forcing the closure of these cafes that was thronged by youngsters and office goers. The founder V.G. Siddhartha committed suicide which called for change in leadership because the Bengaluru-based firm saw a sharp decline in its fortunes and piling losses. People thought that the Coffee Day company would not survive after Siddhartha’s death and questions thronged as to who would continue to run the company after him. People believed the company could not recover because of the accumulated debt. But Malavika Hegde, wife of V G Siddhartha, put all the suspicion to end and achieved a milestone by saving CCD from disappearing despite being a single woman and mother of two sons.

Good leaders uphold agreements and make sure others do the same. They don’t let people get away with not changing, and work to understand the underlying reasons so they can remove obstacles. Malvika Hegde aided CCD to sail through challenging times by improving employees’ ability to respond quickly in unpredictably changing business situations. Leadership plays a significant role during such times of layoffs, corporate restructuring, political turmoil, and new competitors.

Conclusion

Leadership is a vast subject and requires a necessary skill especially for team handling and senior positions in an organization. The list of threshold competencies that a leader should possess is immense. Many behavioural or personality traits can be observed and learned by leadership role in an organization. And leadership studies are a multidisciplinary academic field of study that focuses on leadership in organizational contexts and in human life.

A leader’s role can’t be overlooked because it impacts the entire business. A strong leader has the power to inspire, energize and motivate their entire team to work together to achieve shared goals, leading to more effective collaboration, innovation, and productivity.

Level 5” refers to the highest level in a hierarchy of executive capabilities that we identify with. Leaders at the other four levels in the hierarchy can produce high degrees of success but not enough to elevate companies from mediocrity to sustained excellence.

Jim Collins is an American researcher, author, speaker and consultant focused on the subject of business management and company sustainability and growth. Companies that seek an enduring presence in the marketplace require extraordinary individuals to lead the way. Executives and managers who capably drive organizational success, researcher Jim Collins calls them as “Level 5” leaders. They represent a unique combination of executive capabilities, something that allows them to ensure their organizations become the best at what they do.

Individuals who wish to become good leaders must work on developing these skills and characteristics to become a Level 5 Leader: develop humility, ask for help, take responsibility, develop discipline, find the right people and lead with passion.

Collins’s discovery is based on a hierarchy of capabilities and traits discovered during his study.

Level 1: Position

This is the lowest level of leadership, which is at the entry level. People who make it only to Level 1 may be bosses, but they are never leaders. They have subordinates, not team members. They rely on rules, regulations, policies, and organization charts to control their people.

Level 2: Permission

Making the shift from Position to Permission brings a person’s first real step into leadership. Leadership is about influencing, and when a leader learns to function on the permission level, everything changes. People do more than merely comply with orders. They actually start to follow. And they do so because they really want to. Why? Because the leader begins to influence people with relationship, not just position. When people feel liked, cared for, included, valued, and trusted, they begin to work together with their leader and each other. And that can change the entire working environment. The old saying is really true ‘people go along with leaders they get along with’.

Level 3: Production

Production qualifies and separates true leaders from people who merely occupy leadership positions. Good leaders always make things happen. They believe in results. They make a significant impact on an organization. Not only are they productive individually, but they also are able to help the team attain goals. No one can fake the Level 3. Either the leader is producing results for the organization and adding to its bottom line or is failing to do so. Some people never move up from Level 2 Permission to Level 3 Production. Why? They are incapable to produce results. When that is the case, it’s usually because they lack the self-discipline, work ethics, organization, or skills to be productive. However, if one desires to go to higher levels of leadership, he/she must simply learn to produce. There is no other way around it.

Level 4: People Development

Good leaders at Level 4 invest their time, energy, money, and thinking into growing others as leaders. How does this emphasis on people and people decisions translate into action? Leaders on the People Development level of leadership shift their focus from the production achieved by others to the development of their potential. And they put only 20 percent of their focus on their personal productivity while putting 80 percent of it on developing and leading others. This can be a difficult shift for highly productive people who are used to getting their hands dirty, but it’s a change that can revolutionize an organization and give it a much brighter future. Developing others to become leaders requires lot of patience and courage.

It is rare to reach Level 5. Not only is leadership at this level a finale of leading well on the other four levels, but it also requires both a high degree of skill and some amount of born leadership ability. It takes a lot to be able to develop other leaders; majority reach level 4; that’s what Level 5 leaders do. The individuals who reach Level 5 lead so well for so long that they create a legacy of theirs in the organization they serve.

Level 5: The Pinnacle

Pinnacle leaders stand out from everyone else. They are a cut above, and they seem to bring success with them wherever they go. Leadership at this high level lifts the entire organization and creates an environment that benefits everyone in it, contributing to the organizational success. Level 5 leaders often possess an influence that transcends the organization and the industry the leader works in.

Level 5 Leadership connotes Honesty and Integrity, Commitment and Passion, Decision Making and Accountability. Over and above, a level 5 leader must be good communicators, creative and innovative, who delegates and empower and are Inspiring leaders. On all these criteria, Indian Prime Minister Narendra Modi stands out. For him, national interest is the only interest. This image got widespread acceptability during his stint of 12 years as Gujarat CM. This stood out against the backdrop of policy paralysis, corruption and vacuum of leadership which country experienced during 2004-14. Therefore, people love him.

Elon Musk is a visionary, and truly believes in every business venture he puts his mind into.  Because he has such a strong vision, he isn’t afraid to face obstacles others might find impossible to overcome. Musk is known for tackling obstacles head on. The projects he’s been involved in tackle almost every major industry and global problem, from automotive, to telecommunications, to energy. He truly personifies the level 5 leader!

Arthashastra, the treatise on Economic Administration was written by Chanakya in the 4th century BC.  It consists of 15 chapters, 380 Shlokas and 4968 Sutras. In all probability, this treatise is the first ever book written on Practice of Management. It is basically on the art of governance in an instructional tone. Arthashastra is about how to reign, how not to misuse power. In fact, several concepts described in Arthashastra, vividly talk about present day management theories; for example, the importance of vision, mission and motivation is very well captured in Arthashastra. It covers the organizational aspects, human dimensions of an organization as well as the leadership styles and their outcomes in an organization.

The world is facing paucity for leadership: many people have defined and conceptualised leadership. We have indistinct ideas about leadership. The subject is taught at universities and schools by, most of the times by non-leaders. True leaders are sought after. Leadership is not an easy subject to explain. In 4^th century, Chanakya’s opinions were ahead of times which have proved to be beneficial if adopted by people even today. He was a man of wisdom; he had an opinion on various things in the world. Chanakya was a philosopher, an economist, jurist and royal advisor to Chandragupta Maurya. He is in fact the pioneer of the field of economics and political science in India, and his work is thought of as an important invention in classical economics. His works were lost near the end of the Gupta Empire and not rediscovered until the early twentieth century.

Here are some of his views on leadership: a good leader does not stop until the task at his hands is finished. He rests only after he finishes his work. He is not afraid of failure. Chanakya said people who work sincerely are the happiest. Most people fail because they just do not carry on.

Effective communication: Chankya quotes- “When in the court, he shall never cause his petitioners to wait at the door, for when a king makes himself inaccessible to his people and entrusts his work to his immediate officers, he may be sure to engender confusion in business, and to cause thereby public disaffection, and himself a prey to his enemies.” A leader listens to his subordinate. He makes himself accessible to people, solves their problems. Clarity in instructions is crux of effective communication.

Decision Making: Effective leadership is about not postponing decisions; when problems are not solved in time, they become hard or sometimes impossible to accomplish. Nations and organizations face most problems because of delayed decision making.

There are several reasons why decision making is slow in most organizations: lack of empowerment down the line is one reason why all decisions seem to get passed up the hierarchy which results in a bottleneck. Processes are at times followed more in letter than spirit. Decision making is centralized or rather in the custody of key personnel in the organization and these people are always busy.

Happiness: Chanakya quotes “In the happiness of his subjects lies his happiness; in their welfare his welfare; whatever pleases himself he shall not consider as good, but whatever pleases his subjects he shall consider as good”. According to Chanakya, a good leader gives priorities first to his peers and subordinates, his priorities and activities come secondary to the real needs and issues of the organization. When organizations look after their employees and keep them happy, the employees serve customers properly, thus having happy customers.

Accountability: according to Chanakya, holding people accountable for their results is one of the most important roles of a leader. And, a good leader himself accepts responsibility of his actions and deeds. What we see often is that those who perform well are burdened with more and more responsibility and by contrast those whose performance is not up to the mark seem to get away with minimal work. Chanakya said a leader must reward the high performers and give due punishment to the under performers. The measure of leadership is not the quality of the head, but actions. Leaders owe a certain maturity. Maturity as expressed in a sense of self-worth, a sense of belonging, sense of expectancy, a sense of responsibility, a sense of accountability, and a sense of equality.

Maintain secrecy: The biggest advice given by Chanakya is never sharing your secrets with anybody. Your secrets will destroy you, and if you cannot keep a secret- you cannot expect others to keep it. We see people at top gossiping, bitching behind backs of others. People change loyalties very fast to gain acceptability. A loyal and strict leader follows ethics.  Even when you trust someone very much, exercising caution is always advisable.

When we talk about management practices, we talk about only Western countries and give them credit for the concepts; we are familiar with the success stories of their big corporations. We nod our heads in acceptance when we hear what they teach at Ivy League business schools. We have been conditioned to believe that what they teach in these western management schools and the successes of western enterprises is what we should emulate.

But sadly, we have forgotten Chanakya who was the originator of management concepts. The manifestation of Chankya’s vision was Emperor Chandragupta Maurya, the first person to rule over an empire which stretched across India and into parts of Afghanistan and Persia (Iran). But Chandragupta could do that due to the vision and tutelage of Chanakya who was his teacher and mentor. I salute this great master!!!!