Abstract
Phonetic research on the prosodic sources of perceived charisma has taken a big step towards making a speaker’s tone-of-voice a tangible, quantifiable, and trainable matter. However, the tone-of-voice includes a complex bundle of acoustic features, and a lot of parameters have not even been looked at so far. Moreover, all previous studies focused on political or religious leaders and left aside the large field of managers and CEOs in the world of business. These are the two research gaps addressed in the present study. An acoustic analysis of about 1,350 prosodic phrases from keynotes given by a more charismatic CEO (Steve Jobs) and a less charismatic CEO (Mark Zuckerberg) suggests that the same tone-of-voice settings that make political or religious leaders sound more charismatic also work for business speakers. In addition, results point to further charisma-relevant acoustic parameters related to rhythm, emphasis, pausing, and voice quality - as well as to audience type as a significant context factor. The findings are discussed with respect to implications for future perception-oriented studies and perspectives for a computer-based measurement, assessment, and training of a charismatic tone of voice.
Highlights
IntroductionTHE CONCEPT OF CHARISMACharisma is a complex and multifaceted phenomenon. Despite a rich and diverse research tradition it is still heavily surrounded by myths, ambiguities and misconceptions (ANTONAKIS et al, 2016)
THE CONCEPT OF CHARISMACharisma is a complex and multifaceted phenomenon
Steve Jobs (SJ), who was popular for his charismatic speaking skills and whose speech stimuli were associated with higher charisma-related performance ratings by listeners in a previous study, differed in multiple acoustic parameters from Mark Zuckerberg (MZ), i.e. the less charismatic speaker according to public opinion and listener ratings
Summary
THE CONCEPT OF CHARISMACharisma is a complex and multifaceted phenomenon. Despite a rich and diverse research tradition it is still heavily surrounded by myths, ambiguities and misconceptions (ANTONAKIS et al, 2016). A charismatic personality may result in leader-like behavior. This does not automatically include a charismatic style of communication (MICHALSKY et al, 2020). Individuals who are ascribed a charismatic personality are often found to have narcissistic traits (ROGOZA; FATFOUTA, 2020) that counteract the effects of charisma, making it difficult to maintain a coherent and uniform concept of charismatic personality. (3) Main Part II: Presentation of the new product. Its main new features and innovations are demonstrated, their advantages for the user are emphasized, sometimes in comparison to competitors. (4) Main Part III: Presentation and demonstration of further related innovations (e.g., apps); further information is provided on availability, price, and shipping of the presented product; accessories for the presented product are shown
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