Category Archives: Career Development

Career Development

Defining Elusive Elements of “Executive Presence”

What behaviors and characteristics are associated with “Executive Presence?

Sylvia Ann Hewlett

Sylvia Ann Hewlett

Communication, “Gravitas”, and Appearance were most-frequently cited attributes in a study by Sylvia Ann Hewlett of the Center for Talent Innovation.

Gavin Dagley

Interviews with 34 professionals, conducted by Perspex Consulting’s Gavin Dagley and Cadeyrn J. Gaskin, formerly of Deakin University, identified more elements than Hewitt’s proposed triad of qualities.

Caderyn Gaskin

Most executives described as having “presence” were men, and five “presence” characteristics were observable during initial contact:

  • Status and reputation, similar to “gravitas” discussed by Hewitt,
  • Physical appearance, also mentioned by Hewitt,
  • Confidence,
  • Communication ability, included in Hewitt’s “presence” triad,
  • Interpersonal engagement skills.

Five additional presence attributes emerge during repeated contacts that lead to evaluations over time:

  • Interpersonal integrity,
  • Values-in-action,
  • Intellect and expertise,
  • Outcome delivery,
  • Coercive power.

These qualities combine in different ways to form four presence “archetypes”:

  • Positive presence, based on favorable impressions of confidence, communication, appearance, and engagement skills plus favorable evaluations of values, intellect, and expertise,
  • Unexpected presence, linked to unfavorable impressions of confidence plus favorable evaluations of intellect, expertise, and values,
  • Unsustainable presence combines favorable impressions of confidence, status, reputation, communication, and engagement skills plus unfavorable evaluations of values and integrity,
  • “Dark presence” is associated with unfavorable perceptions of engagement skills plus unfavorable evaluations of values, integrity, and coercive use of power.
Philippe De Backer

Philippe De Backer

Another typology of executive presence characteristics was identified by Sharon V. Voros and Bain’s Philippe de Backer.
They prioritized elements in order of importance for life outcomes:

  • Focus on long term, strategic drivers,
  • Intellect,
  • Charisma, combining confidence, intensity, commitment, plus demeanor of care, concern and interest in others,
  • Communication skills,
  • Passion,
  • Cultural fit,
  • Poise,
  • Appearance.
Fred Luthans

Fred Luthans

University of Nebraska’s Fred Luthans and Stuart Rosenkrantz with Richard M. Hodgetts of Florida International University investigated the relationship between “executive presence” and career “success.”
They observed nearly 300 managers across levels at large and small mainstream organizations as they:

  • Communicated,
  • Engaged in “traditional management” activities, including planning, decision making, controlling,
  • Managed human resource issues.
Richard Hodgetts

Richard Hodgetts

Communication and interpersonal skills elements of presence, coupled with intentional networking and political acumen enabled managers to rapidly advance in their organizations.

These managers were identified as “successful” leaders because they advanced more rapidly than “effective” managers, measured by participants’ organizational level compared with their organizational tenure.
In contrast, “effective” managers demonstrated greater managerial skill than “successful” managers, but were not promoted as quickly.

“Effective” managers spent most time managing employees’ activities including:

  • Motivating/reinforcing,
  • Managing conflict,
  • Hiring/staffing,
  • Training/developing team members,
  • Communicating by exchanging information,
  • Processing paperwork.
Stuart Rosenkrantz

Stuart Rosenkrantz

Subordinates of “effective” managers reported more:

Job satisfaction,
Organizational commitment,
Performance quality,
Performance quantity.

Differences in advancement and subordinate reactions to “successful” and “effective” managers were to differing managerial behaviors.

Fred Luthans-Effective Managers“Successful” managers spent little time in managerial activities, but invested more effort in networking, socializing, politicking, and interacting with outsiders.
Their networking activities were most strongly related to career advancement but weakly associated with “effectiveness.”

Few managers were both “successful” and “effective”:  Only about 10% were among the top third of both successful managers and effective managers.
This suggests that effective managers who support employee performance may not be advance as rapidly as managers who prioritize their own career over their employees’ careers.

Gender differences in gravitas, communication, and political acumen may explain why men more often are seen as possessing “executive presence.”
Women who aspire to organizational advancement benefit from cultivate both gravitas and proactive networking to complement communication and interpersonal skills.

-*Which behaviors and characteristics are essential to “Executive Presence?”

Related Posts

©Kathryn Welds

Acknowledge Potential Employer “Concerns” about Gender, Attractiveness to Get Job Offer

Although attractive people enjoy many advantagesattractive women applying for jobs in traditionally male jobs face a double disadvantage: gender and appearance.

Madeline Heilman

Madeline Heilman

The “beauty is beastly effect” is a hiring bias favoring men or less attractive women for “masculine” jobs, first described by Yale University’s Madeline E. Heilman and Lois R. Saruwatari.

Lois Suruwatari

Lois Suruwatari

They found that attractiveness was an advantage for men seeking managerial and non-managerial roles, but attractive women had an advantage only when seeking lower-level, non-managerial roles.

Michelle Hebl

Michelle Hebl

Attractiveness and gender can be considered a “stigma,” just as disability, obesity, and race.
Rice University’s Michelle R. Hebl and Robert E. Kleck of Dartmouth College reported that people in these categories can reduce hiring biases by acknowledging their “stigmatizing” characteristic during the interview.

Robert Kleck

Robert Kleck

In addition, women who proactively addressed the employers potential concern about gender or appearance in a traditionally male role were rated higher in employment suitability in a study by University or Colorado’s Stefanie K. Johnson and Traci Sitzmann, with Anh Thuy Nguyen of Illinois Institute of Technology.

Stefanie Johnson

Stefanie Johnson

These candidates were assumed to possess more positive “masculine” traits than other female candidates and evaluators were less likely to penalize these women for behaving in contrast to traditional gender role norms.

Traci Sitzmann

Traci Sitzmann

Attractive women’s pre-emptive communication favorably influenced rater’s evaluations of employment suitability.
This proactive approach buffered the impact “hostile sexism” while increasing “benevolent sexism’s” link to employment suitability ratings.

-*How effective you found “pre-emptive objection-handling” in workplace negotiations?


©Kathryn Welds

Women May Undermine Salary Negotiations with Excessive Gratitude

Andreas Leibbrandt

Full, candid self-disclosure can hamper outcomes for poker players and negotiators.

This idea was confirmed in an experiment by Monash University’s Andreas Leibbrandt and John A. List of the University of Chicago, when women undermined their salary negotiations by revealing their gratitude for a salary that exceeded their expectations.

John List

John List

Participants were women applying for administrative assistant jobs with a posted wage of USD $17.60 per hour.

Researchers told some volunteers that the wages were “negotiable,” and these women negotiated their pay upward by a ratio of more than 3 to 1.
This result echoes previous findings that women frequently do not negotiate unless given explicit permission, and consequently, have lower salary offers than those who negotiate.

Leibbrandt and List tested this hypothesis by not mentioning negotiation to the remaining participants, and these women typically provided “too much information” by remarking that the posted wage “exceeds my expectations. I am willing to work for a minimum of $12.”

Edward E. Jones

Edward E. Jones

Though this approach likely leads to lower salary, it could be considered strategic ingratiation.
This negotiation approach that can take several forms, according to Duke University’s Edward E. Jones:

-Self-presentation (self-enhancement or “one-down” humility, providing favors or gifts),

-Flattery (“other-enhancement” either directly or ensuring word-or-mouth report of positive yet credible comments),

-Agreement (opinion-conformity, non-verbal matching-mimicry).

The ingratiator’s intent may have been to enhance the future working relationship, but could cause the negotiation partner to question the applicant’s judgment, qualifications, and confidence.
The longer term impact in workplace settings is to delay salary increases because the candidate appeared satisfied with the original offer.

Steven H. Appelbaum

Steven H. Appelbaum

However, “strategic ingratiation” may result in promotion or pay increase, according to Concordia University’s Steven H. Appelbaum and Brent Hughes.

They found that effective use of “strategic ingratiation” was influenced  by situational and individual factors including:

  • Machiavellianism,
  • Locus of control,
  • Work task uniqueness.
Jeffrey Flory

Jeffrey Flory

In another of Leibbrandt and List’s randomized field studies, collaborating with Concordia colleague Jeffrey Flory, they found that among nearly 2,500 job-seekers, men did not wait for permission to negotiate when no statement was made about salary discussions.

In fact, male participants said they prefer ambiguous salary negotiation norms.
Despite women’s general hesitance to negotiate without an invitation, women advocated for more favorable salaries at about the same rate as men when invited.

The team extended these findings by analyzing nearly 7,000 job-seekers with varying compensation plans.
In “competitive work settings,” salary negotiation was typically expected, and men stated a preference for these work environments.

Leibbrandt, List, and Flory concluded that women accept “competitive” workplaces provided “the job task is female-oriented” and the local labor market leaves few alternatives.

Women looking for better salary outcomes benefit from proposing their “aspirational salaries” rather than waiting for permission to negotiate.
In addition, women negotiators can achieve better outcomes when they offer moderate expressions of gratitude and avoid revealing their “reserve” salary figure.

-*In what work situations have you benefitted from applying ‘strategic ingratiation’?

-*To what extent have expressions of gratitude in negotiation undermined bargaining outcomes?


©Kathryn Welds

“Evolved” Leaders in an Era of Self-Interested Leadership

Jim Collins

Jim Collins

Organizations that are “built to last” are guided by “Level 5 Executives,” argued Jim Collins in Good to Great: Why Some Companies Make the Leap… and Others Don’t.

This style of leadership requires both personal humility and personal will, a combination not favored in the current US national leadership.

Collins proposed a developmental leadership hierarchy including:

  • Level 1 Highly Capable Individual, who applies knowledge, skills, abilities, and commitment to achieve team goal,
  • Level 2Contributing Team Member, who contributes to team goal achievement through effective collaboration,
  • Level 3Capable Manager, who sets plans and organizes others to achieve goals,
  • Level 4Effective Executive, who inspires others to act toward the shared vision,
  • Level 5:  Level 5 Executive combines personal will to achieve the organizational improvement goal, tempered with personal humility.
Modesto Maidique

Modesto Maidique

Drawing on developmental psychology theories by Jean Piaget as well as Harvard’s Lawrence Kohlberg, and Robert Kegan, Florida International University’s former President, Modesto A. Maidique proposed a six-level Purpose-Driven Model of Leadership

Jean Piaget

Jean Piaget

Leadership is service to others, organizations, and ideals, and follows a related developmental path:

  • Level One: Sociopath, who serves no one, exhibits low empathy, and destroys value and undermines others.
    Well-known examples are Muammar Gaddafi, Adolf Hitler, and Saddam Hussein.
Lawrence Kohlberg

Lawrence Kohlberg

  • Level Two: Opportunist, who serves himself or herself, often at others’ expense by focusing on “What’s in it for me?
    Examples include Bernie Madoff and Jeffrey Skilling.
  • Level Three: Chameleon, who “flip-flop” and cater to as many people as possible.
    Examples include Senator John Kerry, former Florida governor Charlie Crist, and former Massachusetts governor Mitt Romney.
Robert Kegan

Robert Kegan

    • Level Four: Achiever, who often achieves business goals through energetic focus.
      Peter Drucker

      Peter Drucker

      Peter Drucker characterized this leader as “monomaniac with a mission,” driving toward a goal without fully considering the broader mission.
      Examples include former H-P CEO Mark Hurd.

    • Level Five: Builder, who seeks to build an institution, not just to achieve a goal.
      Examples include IBM’s Tom Watson Jr., GM’s Alfred P. Sloan, and Harpo’s Oprah Winfrey.
      They have a clear vision, energize others, manage for the long term, and not swayed by short-term profit or stock market valuations.
  • Level Six: Transcendent, who focus on broader social benefit beyond their personal affiliations.
    Purpose-Driven Model of Leadership
    Examples include Nelson Mandela, Martin Luther King Jr., and the Dalai Lama.

These frameworks provide a structure to evaluate the words and actions of current political and business leaders, and suggest potential leadership vulnerabilities.

-*What level of leader do you observe in the highest levels of your work organization?
-*What practices are you implementing to develop your next level of leadership skill

©Kathryn Welds

Four Career Trajectories: Linear, Expert, Spiral, Transitory

Kenneth Brousseau

Kenneth Brousseau

Successful careers can follow forms other than “up or out,” according to Decision Dynamics’ Kenneth Brousseau, Michael Driver of USC, with Lund University’s Kristina Eneroth, and Rikard Larsson.

Their “pluralistic career concept framework” classified careers as:

Four Career Concepts

Four Career Concepts

LinearTraditional upward movement, with variable job role tenure, and motivated by power and achievement.

Behavioral competencies include leadership, competitiveness, cost-efficiency, logistics management, profit orientation.

This career concept is most seen in tall hierarchies with a narrow span of control.

Michael Driver

Michael Driver

Expert – Little movement and long role tenure due to deepening expertise in a narrow discipline.

Motives include mastery, expertise, and security.
Meaningful rewards are continued training, benefits, recognition.

Competencies are quality, commitment, reliability, technical competence, stability orientation.
This career concept is well-matched to flat functional organizations.

Career Motives, Competencies

Career Motives, Competencies

SpiralLateral movement to broaden functional exposure, with seven to ten year tenure in roles.

Motivated by personal growth, creativity, and suited to matrix organizations with cross-functional teams, this pattern is seen in loose, temporary team structures.

Rewards include cross-functional lateral assignments and training.
Key competencies include creativity, teamwork, skill diversity, lateral coordination, people development.

Transitory – Lateral moves with three to five year tenures are motivated by desire for variety, independence.
Most often found in temporary team structures, behavioral skills include speed, networking, adaptability, fast learning, project focus.
Meaningful rewards are job rotation, temporary assignments, immediate cash bonuses.

This team’s research was distilled into assessment tools focused on career “fit” with an organization’s structure and objectives.

Timothy Butler

Timothy Butler

A similar emphasis on cultural fit is found in CareerLeader Inventory, based on Timothy Butler and James Waldroop’s research at Harvard Business School.

James Waldroop

James Waldroop

-*Which of the four career trajectories seems most like yours?

-*Which career assessment tools have you found most useful to determine your skills, interests, and best-fit organizational context?


©Kathryn Welds

Performance Excellence linked to Preventing Failures, Corrective Coaching

Atul Gawande

Simple behavior changes, such as following a structured checklist, can prevent medical care mistakes and increase care quality, found Harvard’s Atul Gawande.

People who recognized fallibility in organizational processes, and took proactive steps to remedy these shortcomings, more effectively improved their performance.

Three elements of better performance can be applied to fields outside of medicine:

  • Diligence – Attending to details can prevent errors and overcome obstacles.
    Gawande’s The Checklist Manifesto: How to Get Things Right suggests best ways to structure these memory aids,
  • Doing Right –Ensuring that skill, will, and incentives are aligned to drive excellent performance,
  • IngenuityDeliberately monitoring potential failures, continuously seeking innovative ways to improve performance and solutions.

These elements can be improved with attentive observation and feedback to prevent errors of omission when people don’t:

  • Know enough (ignorance),
  • Make proper use of what they know (ineptitude).

Ignorance occurs less frequently than ineptitude because relevant information is widely available, Gawande noted.
He argued that both types of omission errors can be improved by systematic analysis and disciplined use of tools like checklists.

Geoffrey Smart

Checklist-based analysis was also linked to Internal Rate of Return (IRR) in Geoffrey Smart’s study of investments by Venture Capital (VC) firms,

He found a correlation between IRR and leadership effectiveness in new investment ventures.
Selecting capable leaders is critical to business outcomes, so Smart also evaluated VC firms’ typical approach to assessing potential leaders:

  • The Art Critic is the most frequent approach in which the VC assesses leadership talent at a glance, intuitively, based on extensive experience,
  • The Sponge conducts extensive due diligence, then decides based on intuition,
  • The Prosecutor interrogates the candidate, tests with challenging questions and hypothetical situations,
  • The Suitor woos the candidate instead of analyzing capabilities and fit,
  • The Terminator eliminates the evaluation because the venture firm replaces the company’s originators,
  • The Infiltrator becomes a “participant-observer” in an immersive, time-consuming experientially-based assessment,
  • The Airline Captain uses a formal checklist to prevent past mistakes.
    This last approach was linked to the highest average Internal Rate of Return (IRR) for the new ventures.
    In addition, this strategy was significantly less likely to result in later terminating senior managers.

Venture Capitalists in these studies reported that two of their most significant mistakes were:

  • Investing insufficient time in talent analysis,
  • Being influenced by “halo effect” in evaluating candidates.

Systematic reminders to execute all elements required for expert performance can prevent failure and signal potential failure points.

-*How do you improve performance?
-*What value do you find in expert coaching?

Related Post:
Developing a SMARTER Mindset for Resilience, Emotional Intelligence – Part 2

©Kathryn Welds


Ask a Narcissist

Confidence is correlated with career effectiveness and advancement.
However, people who exhibit too much of a good thing may seem “narcissistic.”

Jean Twenge

Jean Twenge

The narcissistic personality is characterized by:

-Inflated views of the self,
-Self-focus and vanity,

according to San Diego State University’s Jean M. Twenge, with Sara Konrath and Brad J. Bushman of University of Michigan, collaborating with University of South Alabama’s Joshua D. Foster, and Keith Campbell of University of Georgia,

Calvin S Hall

Calvin S Hall

One of the most frequently-used, well-validated assessment instruments to identify narcissism is the Narcissistic Personality Inventory, developed by University of California Berkeley’s Robert Raskin and Calvin S. Hall.

Sara Konrath

Sara Konrath

Raskin and UC Berkeley colleague, Howard Terry examined responses from more than 1000 volunteers and found seven constructs related to narcissism:

  • Authority,
  • Exhibitionism,
  • Superiority,
  • Vanity,
  • Exploitativeness,
  • Entitlement,
  • Self-Sufficiency.
Timothy Leary

Timothy Leary

They related ratings of “self” and “ideal self” to participants’ responses on the Leary Interpersonal Check List, developed by Harvard’s Timothy Leary before he investigated psychedelic drugs.

Brian P Meier

Brian P Meier

An alternative to Leary’s valid, reliable, yet lengthy NPI was developed by University of Michigan’s Sara Konrath, Brian P. Meier of Gettysburg College, and Ohio State’s Brad J. Bushman of Indiana University.
The Single Item Narcissism Scale (SINS) measures grandiosity, entitlement, and low empathy characteristic of “narcissistic” behavior.

The team asked more than 2,200 participants to rate their answer to a single question on a scale of one to seven: To what extent do you agree with this statement? “I am a narcissist.”

Brad J Bushman

Brad J Bushman

Konrath’s team demonstrated that the Single Item Narcissism Scale is a valid, reliable alternative to longer narcissism scales because it is significantly correlated with scores on the NPI and is uncorrelated with social desirability.

Erika Carlson

Erika Carlson

In addition, people who score high on the NPI and SINS say that they are more arrogant, condescending, argumentative, critical, and prone to brag than people who score low on the NPI, according to University of Toronto’s Erika Carlson.

Narcissism was also related in Konrath’s validation studies to:

People who scored high for narcissism also showed behaviors that can be problematic at work:

However, people who scored high for narcissism displayed positive attributes including:

Interacting with a narcissist in the workplace can be challenging, and a previous blog post identifies recommended strategies.

-*How do you identify narcissists in the workplace and in personal life?
-*What are more effective ways to work with them?


©Kathryn Welds