There are people who can change the dynamic of a meeting simply by entering the room. They bring a certain composure, an ease with their own judgement and an ability to hold attention without competing for it. When they speak, people listen. When they challenge, others consider the argument. Their presence can carry weight, often well beyond the authority of their position.
We tend to describe this quality as gravitas, that elusive ingredient of leadership presence which has traditionally been associated with confidence, decisiveness and command. For decades, the executive ideal was relatively easy to recognise: polished, articulate, impeccably dressed and comfortable occupying centre stage. The image was persuasive, although it did not necessarily tell us much about the person’s ability to lead.
That image is changing, and the research offers an interesting picture of what senior leaders now value.
In The New Rules of Executive Presence, published in Harvard Business Review, Sylvia Ann Hewlett and her colleagues examined how perceptions of executive or leadership presence evolved between 2012 and 2022. Confidence and decisiveness remained highly valued, but inclusiveness and respect for others entered the leading measures of gravitas. In communication, listening to learn and authenticity displaced forcefulness and banter. Appearance was also being reconsidered, with greater emphasis on individuality, vitality and showing up appropriately for the occasion.
The research suggests an evolution in what it means to look, sound and behave like a leader. The traditional signals of confidence remain relevant, but they are increasingly expected to coexist with emotional intelligence, generosity and genuine engagement.
This raises an interesting question about the difference between commanding attention and deserving it.
Brené Brown has been particularly vocal about the ambiguity of executive presence, questioning a concept that can reward familiar displays of confidence while overlooking people whose intelligence and influence are expressed differently. Organisational psychologist Adam Grant has also challenged the extent to which perceptions of presence can reinforce bias against women and introverts.
Their criticism deserves consideration. When leadership potential is judged by how closely someone resembles an established executive stereotype, organisations risk confusing familiarity with capability. The (quiet) considered leader may have greater judgement than the charismatic (louder) colleague who instinctively takes the floor.
Yet presence remains relevant because leadership is experienced through behaviour. The way someone communicates a difficult decision, handles disagreement or responds under pressure influences the confidence others place in them. Gravitas is demonstrated through composure, clarity, conviction and the ability to remain thoughtful when circumstances become uncomfortable.
Communication gives those qualities expression. An effective leader understands the audience, speaks with intent and purpose and listens closely enough to recognise what may be missing from the conversation. Their influence depends as much on the questions they ask as on the arguments they make.
Appearance contributes another dimension. What we wear, how we carry ourselves and the attention we give to presenting appropriately all communicate something about our regard for the occasion and the people involved. Authenticity need not imply informality, just as polish need not demand conformity. Good judgement lies in understanding the context and presenting ourselves with intention.
Perhaps the most useful development is the growing recognition that leadership presence can be cultivated. It is neither a mysterious personal gift nor a fixed collection of personality traits. Leaders can learn to manage their pace under pressure, strengthen their communication, become more attentive listeners and understand how their behaviour is experienced by others.
Three worthwhile practices emerge: seek candid feedback about how others experience your leadership presence, pay attention to your composure and communication under pressure, and prepare for important conversations with the audience’s context and priorities firmly in mind.
Ultimately, the measure of leadership presence is found in what happens when someone speaks, listens or takes a position. People recognise conviction, notice respect and respond to those whose judgement they have learnt to trust. The leaders who leave the strongest impression are often those who make the greatest contribution to the thinking in the room.
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