People often interchange the words “charismatic” and “inspirational,” but that doesn’t mean that they are the same nor is the other common assumption true, that charisma is a prerequisite for inspiration.  While some inspirational people ARE charismatic, it is far more common for inspiration to take place with other factors in play, according to Jonathan Farrington.   

Farrington says there are key characteristics that inspiring leaders have and skills at which inspiring leaders excel, none of which also require charisma.

Characteristics that inspire:

• Reflective – genuine humility and not being afraid to show vulnerability on occasions; requires regular periods of reflection and an unquenchable thirst for learning
• Principled – deeply committed, courageous, demanding of oneself and others, and confident, but in a quiet and understated way; hold an exceptionally strong set of values built on honesty, openness, and true respect for people
• Positive attitude – focus heavily on optimism and problem-solving; without the right attitude and motivation, nothing will be achieved
• Risk-taker – a marked tendency to take calculated risks, and, on occasions, be guided by gut-feelings, not policies or rules or traditions; tolerant of this characteristic in other people too, recognizing that a certain amount of flexibility is essential to adapt to circumstances and make real strides forward
• Accessible - willing to make personal and informal contact with people
• Trusting and trustworthy – openness, honesty, respect and trust; these things create a group of people that has a great sense of responsibility for their work

Skills to Inspire:

• Focusing on strong strategy – ensuring that the organization does only those things where it has the resources to do a good job and that help accomplish the mission and move toward the vision of the organization
• Visioning and Communicating - articulating the vision of where the organization should be going; communicating the vision so that people feel they own it and know where they fit into it; understanding the power of straight, plain speaking
• Lateral Thinking – drawing on experiences outside the current role and taking a much broader view than the norm
• Active Listening – asking for, and respecting, what people tell them about how to do things better, and providing the resources to ensure that they can work toward the solutions
• Inviting involvement – involving people in changes that create personal and organizational success; giving people the freedom and support to get things done — even in their OWN way
• Allowing fun – fun is an indicator of inspiration and innovation and also a driver of them
• Showing appreciation – Recognizing others’ contributions and making sure that people feel valued;  formally and informally celebrating achievments and successes is vital

All of these things in some way are about fulfilling others’ emotional needs.  The word inspire itself means “to fill or affect with a specified feeling,” so connecting with people in sincere, genuine ways by growing within the characteristics above and building the skills mentioned, and worrying less about whether you are a natural, extroverted, charismatic leader will contribute to inspiring and empowering others. 

Source:  Farrington, Jonathan.  “The Secrets of inspirational Leadership.” JF Consultancy Article Vault.

[Monika Byrd, October 2008]

Questions or Comments about Phi Theta Kappa Leadership Briefs may be directed to Monika Byrd, Dean of Leadership Development for the Honors Program Department.