Most everyone has something they are passionate about. But without the ability to actually effect change, things just stay the same. To truly inspire change, we must be able to explain the problem, inspire people to join us, and create a vision for the new reality that motivates others to take the actions that lead to lasting transformation. Inspiring change requires charisma—the ability to communicate a clear, visionary, and inspirational message that captivates and motivates an audience. Charisma, a social skill, like listening, can be learned. Once learned, it becomes the difference between being heard or ignored. Whether you’re the head of a company, a Girl Scout troop leader, or a freelance artist all alone in your studio, charisma can help you get what you want.

An immersive examination of why the age of democratic revolutions was also a time of hero worship and strongmen In Men on Horseback, the Princeton University historian David A. Bell offers a dramatic new interpretation of modern politics, arguing that the history of democracy is inextricable from the history of charisma, its shadow self. Bell begins with Corsica’s Pasquale Paoli, an icon of republican virtue whose exploits were once renowned throughout the Atlantic World. Paoli would become a signal influence in both George Washington’s America and Napoleon Bonaparte’s France. In turn, Bonaparte would exalt Washington even as he fashioned an entirely different form of leadership. In the same period, Toussaint Louverture sought to make French Revolutionary ideals of freedom and equality a reality for the formerly enslaved people of what would become Haiti, only to be betrayed by Napoleon himself. Simon Bolivar witnessed the coronation of Napoleon and later sought refuge in newly independent Haiti as he fought to liberate Latin America from Spanish rule. Tracing these stories and their interconnections, Bell weaves a spellbinding tale of power and its ability to mesmerize. Ultimately, Bell tells the crucial and neglected story of how political leadership was reinvented for a revolutionary world that wanted to do without kings and queens. If leaders no longer rule by divine right, what underlies their authority? Military valor? The consent of the people? Their own Godlike qualities? Bell’s subjects all struggled with this question, learning from each other’s example as they did so. They were men on horseback who sought to be men of the people—as Bell shows, modern democracy, militarism, and the cult of the strongman all emerged together. Today, with democracy’s appeal and durability under threat around the world, Bell’s account of its dark twin is timely and revelatory. For all its dangers, charisma cannot be dispensed with; in the end, Bell offers a stirring injunction to reimagine it as an animating force for good in the politics of our time.

Much of the writing on charisma focuses on specific traits associated with exceptional leaders, a practice that has broadened the concept of charisma to such an extent that it loses its distinctiveness – and therefore its utility. More particularly, the concept's relevance to the study of social movements has not moved beyond generalizations. The contributors to this volume renew the debate on charismatic leadership from a historical perspective and seek to illuminate the concept's relevance to the study of social movements. The case studies here include such leaders as Mahatma Gandhi; the architect of apartheid, Daniel F. Malan; the heroine of the Spanish Civil War, Dolores Ibarruri (la pasionaria); and Mao Zedong. These charismatic leaders were not just professional politicians or administrators, but sustained a strong symbiotic relationship with their followers, one that stimulated devotion to the leader and created a real group identity.

How understanding the signaling within social networks can change the way we make decisions, work with others, and manage organizations. How can you know when someone is bluffing? Paying attention? Genuinely interested? The answer, writes Alex Pentland in Honest Signals, is that subtle patterns in how we interact with other people reveal our attitudes toward them. These unconscious social signals are not just a back channel or a complement to our conscious language; they form a separate communication network. Biologically based “honest signaling,” evolved from ancient primate signaling mechanisms, offers an unmatched window into our intentions, goals, and values. If we understand this ancient channel of communication, Pentland claims, we can accurately predict the outcomes of situations ranging from job interviews to first dates. Pentland, an MIT professor, has used a specially designed digital sensor worn like an ID badge—a “sociometer”—to monitor and analyze the back-and-forth patterns of signaling among groups of people. He and his researchers found that this second channel of communication, revolving not around words but around social relations, profoundly influences major decisions in our lives—even though we are largely unaware of it. Pentland presents the scientific background necessary for understanding this form of communication, applies it to examples of group behavior in real organizations, and shows how by “reading” our social networks we can become more successful at pitching an idea, getting a job, or closing a deal. Using this “network intelligence” theory of social signaling, Pentland describes how we can harness the intelligence of our social network to become better managers, workers, and communicators.

What if charisma could be taught? The charisma myth is the idea that charisma is a fundamental, inborn quality—you either have it (Bill Clinton, Steve Jobs, Oprah) or you don’t. But that’s simply not true, as Olivia Fox Cabane reveals. Charismatic behaviors can be learned and perfected by anyone. Drawing on techniques she originally developed for Harvard and MIT, Cabane breaks charisma down into its components. Becoming more charismatic doesn’t mean transforming your fundamental personality. It’s about adopting a series of specific practices that fit in with the personality you already have. The Charisma Myth shows you how to become more influential, more persuasive, and more inspiring.

The Laws of Charisma explores the vital skills and traits needed to earn trust, generate interest, and motivate others in the workplace. Bestselling author Kurt Mortensen defines the intersection of these pivotal abilities as charisma--an enviable quality that can lead to improved relationships, greater income, and more success in every area of life. To some extent, charisma is innate, but in this inspiring guide Mortensen explores the trait’s four core elements to show how anyone can draw out a more charismatic and compelling presence. With the help of practical tools, simple principles, applicable exercises, and insightful assessments, you’ll learn how to radiate confidence, passion, power, and optimism; influence others by improving communication skills; and persuade and empower anyone by creating instant rapport. People with the ability to enter a room and draw instant attention, effortlessly exuding charm and radiating energy, are better able to influence what gets done and ultimately achieve what they want. The Laws of Charisma is packed with everything you need to develop and bring out the more charismatic person within.

The Fourth Tier examines the eight attributes of leadership that all charismatic leaders possess.

What is charisma? And how does it generate influence and power? World-renowned sociologist Randall Collins explores these and many other questions in a highly readable exploration of the various forms of charisma and how charisma elevated Jesus, Cleopatra, Lawrence of Arabia, Queen Elizabeth, Hitler, Churchill, Franklin and Eleanor Roosevelt, Madame Mao Zedong, and others. He explores four types of charisma: frontstage, backstage, success-magic, and reputational charisma. Not everyone has the same kind of charisma and Collin’s identifies important differences and their relations to power. The book exemplifies Collin’s sophisticated micro-sociology in accessible and compelling prose, quietly building subtle matrices of analysis that show how sociology unveils hidden discoveries.

After 50 years of teaching success, Nightingale Learning Systems has gathered together the common bonds and shared values of those individuals who occupy the rarest positions in their industries—the top 2 percent. With The Top 2 Percent, our intention is to provide the latest research on what it takes to reach the top in the 21st Century—the road map for the next generation of achievers–starting with you. The fact is that the top 2 percent set the trends in every industry. They set the trends by imagining and dreaming things that didn't exist and then doing what it took to make it happen. Whether you're in business, entertainment, sports, politics or some other industry, if you're in the top 2 percent, you have the power and influence to make things happen. Find your overarching sense of purpose and focus on it, you'll find yourself with a drive and a passion you never felt before! As Dostoyevsky put it, "The secret of a man's being is not only to live, but to have something to live for." Find out what you're living for, and you'll be on your way to the STARS.

A fascinating examination of technological utopianism and its complicated consequences. In The Charisma Machine, Morgan Ames chronicles the life and legacy of the One Laptop per Child project and explains why—despite its failures—the same utopian visions that inspired OLPC still motivate other projects trying to use technology to “disrupt” education and development. Announced in 2005 by MIT Media Lab cofounder Nicholas Negroponte, One Laptop per Child promised to transform the lives of children across the Global South with a small, sturdy, and cheap laptop computer, powered by a hand crank. In reality, the project fell short in many ways—starting with the hand crank, which never materialized. Yet the project remained charismatic to many who were captivated by its claims of access to educational opportunities previously out of reach. Behind its promises, OLPC, like many technology projects that make similarly grand claims, had a fundamentally flawed vision of who the computer was made for and what role technology should play in learning. Drawing on fifty years of history and a seven-month study of a model OLPC project in Paraguay, Ames reveals that the laptops were not only frustrating to use, easy to break, and hard to repair, they were designed for “technically precocious boys”—idealized younger versions of the developers themselves—rather than the children who were actually using them. The Charisma Machine offers a cautionary tale about the allure of technology hype and the problems that result when utopian dreams drive technology development.