Can mystique be cultivated deliberately? I believe that it can be amplified, but it must also be genuine. A leader cannot simply begin to dress, talk, or act differently in order to adopt an aura of mystique. That would be cause for mockery. Instead, he or she develops a sense of mystique naturally or organically, in tune with a greater understanding of life’s own mysteries.
When Jim Collins wrote about Level 5 leaders, he mentioned that many had a “formative experience” which impacted the direction of their lives. Abraham Zeleznick wrote about the same phenomena 15 years ago in his book, Managerial Mystique. He said that “leaders grow through mastering painful conflict during their developmental years, while managers confront few of [those] experiences.”
I believe such an experience is a common ingredient in mystique. Leaders with mystique have often been shaped and inspired by traumatic events such as an accident, the loss of a loved one, or a trying period.. The impact seems to raise self-awareness; cause questioning or reflection; deepen a sense of meaningfulness or understanding; and create a drive for urgency and action. Of course, many of us have potentially formative life experiences which fail to turn us into charismatic leaders. The ability to influence others in a transformational way accompanies many other factors ranging from competence, responsibility, vision, and circumstance.
The power of mystique should not be underestimated, however. As one can imagine, it must be difficult to build a sense of mystique when a leader is surrounded by the same people for many hours of every day. Indeed, at most ranks in an organization, competence, clarity, certainty, pragmatism and teaching are much more valuable and productive skills. If anything, an up-and-coming leader does not create a sense of mystique in others around him, so much as in those above. Supervisors, executives and senior leaders, watching this highly competent, influential and effective individual, might wonder, “how do they do it?” and become intrigued. At the top ranks, the directionality of mystique is reversed. Those who know the leader well may be less taken in by all aspects of the leader’s strong personality; although they may remain suitably impressed with certain core aspects. For those below the senior leader, however, a sense of mystique, mystery and intrigue can grow even more powerful with distance. Many who have never met, or had any direct experience with a leader, can feel that leader’s mystique. It’s a form of identification that comes primarily from within.
Mystique, I believe, is the essence of charisma. We identify with leaders who are like us, who exemplify qualities that we admire and desire but do not have, and who ensnare or engage us with a sense of mystery or intrigue. But is there a net benefit to this charisma for organizations? I believe there can be. If the charisma is used well, by the leader, it can serve as an influence tactic ¾ one more tool in the arsenal to create desired action. If the charisma is used for negative or poorly considered ends, then it is a powerful force which wastes energy on a pointless cause. Like any tool, its value arises from its utility. Not all leaders have charisma, but some do. Not all leaders with charisma are effective and good, but some are very effective and very good. Under some circumstances, particularly moments of great trial or challenge, charismatic leadership can pull a group together and inspire focus like no other force.
Does this mean that organizations should look for leaders who have charisma, or actively aim to develop charisma in emerging leaders? I don’t think that charisma ¾ like leadership ¾ is always the answer. At some levels and under some circumstances, charisma is far less important than sheer competence. Organizations which parachute larger-than-life figures into their top leadership roles may get a short-term bang for the buck in terms of impact because of the mystique factor; but I doubt whether that mystique will stand up over time. Like credibility, mystique is easily lost and extremely difficult to regain. To deny that charisma exists and has power, however, is to put our heads in the sand about a fundamental social phenomenon. Not all leaders have it, but many of the great leaders do. It has a dark quality, undeniably. And yet, it is something we seek out in those we wish to follow.
Anthony Smith is Co-Founder and a Managing Director of Leadership Research Institute and author of ESPN: The Company (Jossey-Bass, September 2009). He is also the author The Taboos of Leadership: 10 Secrets No One Will Tell You about Leaders and What They Really Think (Jossey-Bass, May 2007). This article originally appeared in different form in his book, The Taboos of Leadership.
