Quotes & Sayings About Charismatic Leaders

It is, therefore, necessary to be suspicious of those who seek to convince us with means other than reason, and of charismatic leaders: we must be cautious about delegating to others our judgement and our will. Since it is difficult to distinguish true prophets from false, it is as well to regard all prophets with suspicion. It is better to renounce revealed truths, even if they exalt us by their splendor of if we find them convenient because we can acquire them gratis. It is better to content oneself with other more modest and less exiting truths, those one acquires painfully, little by little and without shortcuts, with study, discussion, and reasoning, those that can we verified and demonstrated. — Primo Levi

Leaders who led their organizations quietly and humbly, were much more effective than flashy, charismatic high profile leaders. — James C. Collins

Renowned management guru Peter F.Drucker looked back at his 65-year consulting career shortly before he died. He concluded that great leaders could either be 'charismatic or dull' or 'visionary or numbers-orientated,' but the most inspiring and effective managers he knew all had said we rather than I. — Robert I. Sutton

Mind control is the process by which individual or collective freedom of choice and action is compromised by agents or agencies that modify or distort perception, motivation, affect, cognition and/or behavioral outcomes. It is neither magical nor mystical, but a process that involves a set of basic social psychological principles. Conformity, compliance, persuasion, dissonance, reactance, guilt and fear arousal, modeling and identification are some of the staple social influence ingredients well studied in psychological experiments and field studies. In some combinations, they create a powerful crucible of extreme mental and behavioral manipulation when synthesized with several other real-world factors, such as charismatic, authoritarian leaders, dominant ideologies, social isolation, physical debilitation, induced phobias, and extreme threats or promised rewards that are typically deceptively orchestrated, over an extended time period in settings where they are applied intensively. — Steven Hassan

Simple acts are more valuable than extraordinary powers or spiritual gifts. For Jesus there is a categorical difference between charismatic giftedness and the ordinary fruit of love, compassion, and mercy. Perhaps we need to learn to ask ourselves, particularly if we are gifted leaders, if we value our gifts more than love, if we value the performance of a gift for the good of others or the gift of love for the good of others. When Jesus used "fruit" over against mighty charismatic gifts, he was getting at what mattered most. Do you show love to your neighbors, to your enemies, and to all those who happen to be on your path? Jesus is saying here that if you don't do the latter, he doesn't particularly care about your charismatic giftedness. — Scot McKnight

The three most charismatic leaders in this century inflicted more suffering on the human race than almost any trio in history: Hitler, Stalin, and Mao. What matters is not the leader's charisma. What matters is the leader's mission. — Peter F. Drucker

The mistakes (of leaders) are amplified by the numbers who follow them without question. Charismatic leaders tend to build up followings, power structures and these power structures tend to be taken over by people who are corruptible. I don't think that the old saw about 'power corrupts and absolute power corrupts absolutely' is accurate: I think power attracts the corruptible. — Frank Herbert

The moment a leader allows himself to become the primary reality people worry about, rather than reality being the primary reality, you have a recipe for mediocrity, or worse. This is one of the key reasons why less charismatic leaders often produce better long-term results than their more charismatic counterparts. — James C. Collins

Since then, I've observed that a charismatic personality who's willing to take risks only for personal gain does not make a good leader. Principle-centered leadership is based on selfless courage, practical wisdom and moral objectives. It's based on honesty and focused on achieving what is best for others, whether they understand it or not. Consequently, great leaders are not always popular, but they are consistent. — Kenneth E. Behring

The talented employee may join a company because of its charismatic leaders, its generous benefits, and its world-class training programs, but how long that employee stays and how productive he is while he is there is determined by his relationship with his immediate supervisor. — Marcus Buckingham

Dune Messiah, Frank Herbert's first sequel to Dune, was published in 1969. In that book, he flipped over what he called the "myth of the hero" and showed the dark side of Paul Atreides. Some readers didn't understand it. Why would the author do that to his great hero? In interviews, Dad spent years afterward explaining why, and his reasons were sound. He believed that charismatic leaders could be dangerous because they could lead their followers off the edge of a cliff. — Frank Herbert

In our tribunal, we look only at personal criminal responsibility in a very tightly defined, narrow way and we demand proof beyond a resonable doubt about the involvement of the individual. We do no have a mandate to establish the moral responsibility of those who saw things happen and did nothing, including people who might have had the capacity to stop the process and did nothing. But we have to be careful in thinking that just because we focus on individual criminal guilt we therefore absolve the community. The old distinctions are too simplistic when we move up the chain of command and witness the merging of the collectivity into the personae of these charismatic political and military leaders.'
-Louise Arbour, Chief Prosecutor for International Criminal Tribunal for the Former Yugoslavia — Erna Paris

Management guru Jim Collins has some good words here. He and Morten T. Hansen studied leadership in turbulent times. They looked at more than twenty thousand companies, sifting through data in search of an answer to this question: Why in uncertain times do some companies thrive while others do not? They concluded, "[Successful leaders] are not more creative. They're not more visionary. They're not more charismatic. They're not more ambitious. They're not more blessed by luck. They're not more risk-seeking. They're not more heroic. And they're not more prone to making big, bold moves." Then what sets them apart? "They all led their teams with a surprising method of self-control in an out-of-control world."2 — Max Lucado

I felt my country should do more for its children. Its children are not born gangsters. In fact, they have in them the potential to be heroes because most of the kids who are in these gangs are leaders, very charismatic and good organizers. — Azim Khamisa

Beware of charisma ... Representative Men; was Ralph Waldo Emerson's 1850 phrase for the great men in a democracy ... Is there some common quality among these Representative Men who have been most successful as our leaders? I call it the need to be authentic-or, as our dictionaries tell us, conforming to fact and therefore worthy of trust, reliance or belief. While the charismatic has an uncanny outside source of strength, the authentic is strong because he is what he seems to be. — Daniel J. Boorstin

I've known entrepreneurs who were not great salespeople, or didn't know how to code, or were not particularly charismatic leaders. But I don't know of any entrepreneurs who have achieved any level of success without persistence and determination. — Harvey MacKay

Great charismatic leaders don't just say what voters want to hear; they say what voters want to say. — C.L. Gammon

Cult leaders are often self-styled prophets who have not studied with great teachers or undergone lengthy training or discipline themselves ... Many of the most dangerous cultic figures of our times have no such stabilizing context of tradition, lineage or transmission, but are self-proclaimed gurus who sway their followers through their charismatic talents ... — John Welwood

The lack of effective and charismatic leaders always forced the Muslim youth to choose the wrong role models. — S. Hussain Zaidi

Most people think of leaders as being these outgoing, very visible, and charismatic people, which I find to be a very narrow perception. The key challenge for managers today is to get beyond the surface of your colleagues. You might just find that you have introverts embedded within your organization who are natural-born leaders. — Douglas Conant

It is amazing how many of the horrors of the 20th century were a result of charismatic quacks misleading millions of people to their own doom. What is even more amazing is that, after a century that saw the likes of Hitler, Lenin and Mao, we still see no need to distrust charisma as a basis for choosing leaders, either in politics or in numerous organizations and movements. — Thomas Sowell

Engaged Audience Members are receptive to the messages of dangerous speech and to condoning group-targeted harm, but are not hardliners. For example, they may be easily influenced by charismatic leaders who promise to resolve their grievances, or be receptive to blame narratives. This could be any member of society, but certain types of people (based on demographic or other characteristics) may be disproportionately engaged. — Rachel Hilary Brown