The 21 Indispensable Qualities of a Leader: Becoming the Person Others Will Want to Follow

Maxwell opens this chapter by contrasting two Victorian-era British Prime Ministers: William Gladstone and Benjamin Disraeli. While both men achieved significant political accomplishments, they differed markedly in their interpersonal approach. Gladstone impressed people with his intellect and moral authority, whereas Disraeli made others feel intelligent and valued in his presence. This distinction introduces Maxwell’s argument: Charisma is not an innate mystical quality but rather a developable trait defined as the ability to attract people. Maxwell contends that charismatic leaders cultivate four specific behaviors: loving life enthusiastically, expecting the best from others (what he calls “putting a ‘10’ on everyone’s head”), giving people hope, and sharing oneself generously with others (11). He identifies five barriers that block charisma—pride, insecurity, moodiness, perfectionism, and cynicism—and emphasizes that the foundation of charisma is “other-mindedness,” or prioritizing others’ concerns above one’s own (12).

This chapter reflects Maxwell’s broader leadership philosophy, which emphasizes relational influence over positional authority. The practical exercises he provides (such as intentionally making positive first impressions) offer concrete starting points for developing this quality, though readers should recognize that authentic charisma requires sustained effort beyond superficial techniques.

Chapter Lessons

• Charisma is a developable skill centered on making others feel valued rather than impressing them with one’s own abilities.