2019/09/11 by Charles D. Kerns · 2 citations
Business, Management and Accounting · Psychology · Engineering · #Job Satisfaction and Organizational Behavior #Human Resource and Talent Management #Operationalization #Psychology #Process (computing) #Set (abstract data type) #Work (physics) #Neuroleadership #Public relations #Shared leadership #Equity (law) #Knowledge management #Leadership style #Management #Political science #Computer science #Social psychology #Engineering #Epistemology
paper · pdf · doi:10.33423/jmdc.v13i3.2241
published in Journal of Marketing Development and Competitiveness 13(3) (North American Business Press)
openalex publication_date 2019/09/11 · openalex created_date 2022/05/12 · openalex updated_date 2026/05/21
Leadership or executive presence can be a nebulous concept, making it difficult for leaders to understand and put into practice. When behaviorally defined and operationalized, presence can strengthen a leader’s personal brand equity, career competitiveness and organizational impact. After a brief review of some relevant literature, a four-phase practice-oriented framework is offered. This dynamic process helps a leader more fully understand and use leadership presence at work, including managing the relevant components. A leader profile which focuses on a set of eight behavioral practices for managing leadership presence is also provided, and some specific challenges associated with the process are considered.