This study contributes to the leadership literature and sheds light on the literature on the microfoundations of management competencies by examining managers’ skills and engagement on their leader behaviors and job satisfaction. – Research investigating personal attributes that influence transformational leadership as an outcome is limited. In addition, organizations can work to identify and develop managers’ emotional control and sensitivity skills specific to individual needs. Organizations will also benefit from implementing ways to engage managers in their work to facilitate transformational leader behaviors and promote their well-being. – Organizations must provide managers with opportunities to develop political skills or modify selection processes to identify candidates who possess political skills for management positions. Findings also showed the interaction of emotional skill, political skill, and work engagement contributed to job satisfaction among managers. – In addition to the positive effects of work engagement on outcome measures, results showed political skill is an important capability contributing to transformational leadership and leaders’ job satisfaction. The combined influence of interpersonal skills and work engagement on job satisfaction was examined as a comparison between managers and non-managers (n=119). The relationships between emotional skills, political skills, work engagement, and transformational leadership were evaluated using participants in managerial positions (n=159). – Emotional control, emotional sensitivity, political skills, work engagement, transformational leadership behaviors, and job satisfaction were assessed in an empirical study of 278 employees. – The purpose of this paper is to examine the effects of interpersonal skills (emotional and political skills) and work engagement on transformational leadership and leader well-being at work. This study advances theory from previous research that specific hand gestures are more effective than others at creating immediacy between leaders and followers. Immediate communication received strong support, meaning immediacy on the part of a leader is likely to lead to increased emotional connection to achieve desirable outcomes. Four hypotheses were tested for main and interactional effects and all were supported by the results. In this experimental study, participants (n = 300 male = 164 female = 143) were shown one of seven pictures of a leader. Guided by Mehrabian's theory of nonverbal behavior, this study included one independent variable segmented into seven levels (positive hand gestures defined as community hand, humility hands, and steepling hands three defensive gestures, defined as hands in pocket, arms crossed over chest, and hands behind back and neutral/no hand gestures) to test for immediacy or nonimmediacy. Nevertheless, there are no empirical studies regarding a link between a leader's hand gestures and followers' perceptions of immediacy (attraction to someone) or nonimmediacy (distancing). Nonverbal immediacy is a core element of a leader's ability to lead followers. The findings serve to highlight the complexity of executive presence, particularly in terms of the breadth of characteristics that underpin this construct and the influence of time on people's perceptions. Based on the interview material, we suggest that a person with executive presence is someone who, by virtue of how he or she is perceived by audience members at any given point in time, exerts influence beyond that conferred through formal authority. From interviews with 34 professionals, 5 main findings emerged: (a) executive presence is based on audience perceptions of the characteristics of particular people, (b) 10 core characteristics affect executive presence (status and reputation, physical appearance, projected confidence, communication ability, engagement skills, interpersonal integrity, values-in-action, intellect and expertise, outcome delivery ability, and coercive power use), (c) perceptions are based on impressions made during initial contacts (first 5 characteristics) and on evaluations made over time (second 5 characteristics), (d) the characteristics combine in different ways to form 4 presence archetypes (positive presence, unexpected presence, unsustainable presence, and dark presence), and (e) the majority of the executives described as having presence were men. The purpose of this study was to understand the meaning of executive presence from the perspectives of business professionals with expertise in the effectiveness of organizational executives. Executive presence is an unclear concept but one that reportedly has a substantial influence on successful leadership.
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