John Antonakis - Academia.edu (original) (raw)
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Papers by John Antonakis
Journal of Management, 2016
Personality and Individual Differences, 2015
The Leadership Quarterly, 2003
Organizational Analysis, 2004
The International Journal of Organizational Analysis, 2003
... potentially moderating EI's utility (eg, environmental risk, organizational characterist... more ... potentially moderating EI's utility (eg, environmental risk, organizational characteristics, leader-follower gender, national culture, etc.). ... Understanding leader emotional intelligence and performance: The role of self-other agreement on transformational leadership perceptions. ...
The Leadership Quarterly, 2003
Journal of Management, 2014
Academy of Management Journal, 2014
The Leadership Quarterly, 2014
Harvard business review, 2012
Many believe that charisma, the ability to captivate and inspire an audience, is innate. But thro... more Many believe that charisma, the ability to captivate and inspire an audience, is innate. But through research in the laboratory and in the field, the authors, who all work at the University of Lausanne, have identified 2 tactics that help managers become more influential, trustworthy, and "leaderlike" in the eyes of others. Great orators and politicians employ these techniques instinctively, but anyone can learn how to use them. Nine of the tactics are verbal: metaphors, similes, and analogies; stories and anecdotes; contrasts; rhetorical questions; expressions of moral conviction; reflections of the group's sentiments; three-part lists; the setting of high goals; and conveying confidence that they can be achieved. Three are nonverbal: animated voice, facial expressions, and gestures. Though there are other tactics that leaders can use--repetition, humor, talking about sacrifice-the 12 singled out by the authors have the greatest effect and can work in almost any conte...
Journal of Management, 2016
Personality and Individual Differences, 2015
The Leadership Quarterly, 2003
Organizational Analysis, 2004
The International Journal of Organizational Analysis, 2003
... potentially moderating EI's utility (eg, environmental risk, organizational characterist... more ... potentially moderating EI's utility (eg, environmental risk, organizational characteristics, leader-follower gender, national culture, etc.). ... Understanding leader emotional intelligence and performance: The role of self-other agreement on transformational leadership perceptions. ...
The Leadership Quarterly, 2003
Journal of Management, 2014
Academy of Management Journal, 2014
The Leadership Quarterly, 2014
Harvard business review, 2012
Many believe that charisma, the ability to captivate and inspire an audience, is innate. But thro... more Many believe that charisma, the ability to captivate and inspire an audience, is innate. But through research in the laboratory and in the field, the authors, who all work at the University of Lausanne, have identified 2 tactics that help managers become more influential, trustworthy, and "leaderlike" in the eyes of others. Great orators and politicians employ these techniques instinctively, but anyone can learn how to use them. Nine of the tactics are verbal: metaphors, similes, and analogies; stories and anecdotes; contrasts; rhetorical questions; expressions of moral conviction; reflections of the group's sentiments; three-part lists; the setting of high goals; and conveying confidence that they can be achieved. Three are nonverbal: animated voice, facial expressions, and gestures. Though there are other tactics that leaders can use--repetition, humor, talking about sacrifice-the 12 singled out by the authors have the greatest effect and can work in almost any conte...