Question: Is charisma something that you are born with – you either have it or you don’t? Do you think most leaders, politicians and inspirational figures have charisma and is it that particular quality which makes them stand out?
问题：非凡的领导力是天生的吗？-你有还是没有？你认为大部分的领导，政客以及鼓舞人心的人物有非凡的领导力吗？是那种特殊的品质使他们变得杰出吗？
Charisma is really a process – an interaction between the qualities of the charismatic leader, the followers and their needs and identification with the leader, and the situation that calls out for a charismatic leader, such as a need for change or a crisis. But when it comes to the charismatic qualities of leaders, the emphasis is on how they communicate to followers and whether they are able to gain followers’ trust, and influence and persuade them to follow.
事实上，非凡的领导力是一种过程-这是由魅力型领导的品质，追随者及他们对领导的需要和支持，以及需要魅力型领导的形势-如需要改变或危急关头等因素相互作用形成的。但是谈到领导者的魅力品质，关键要看他们怎样与其追随者交流以及他们能否获得支持者的信任，影响及劝说他们去追随。
Most politicians, particularly on the national scene, have developed their ability to communicate effectively – to make speeches, “work the room” with potential donors and supporters, etc. So many seasoned politicians have a lot of “personal charisma.”
大部分的政客，尤其是从国家背景来说，都提高了有效交际的能力-如进行演说以及通过潜在的捐赠人和支持者来感召所有人等等。很多老练的政客都有许多“个人魅力”。
Question: What are several important characteristics that you believe every leader should possess?
问题：你认为每位领导人应该拥有的几个重要品质是什么？
A model that I think represents the very best leaders, and research bears this out, is transformational leadership. You can think of transformational leadership as going beyond charisma, because two of the components of transformational leadership deal with charisma. They are:
我认为非凡领导人中有一类最能体现他们的卓越才能，那就是变革型领导，这已经得到了研究的证实。你可以认为变革型领导的魅力超乎寻常，因为变革型领导身上拥有的品质中，有两种很有魅力。它们是：
Idealized Influence, the first component, is the leader’s ability to be a positive (and moral) role model for followers. The transformational leader also “walks the talk, ” and is on the “front line” working with followers (think MLK Jr.), or leaders who sacrifice along with their followers. In business, the charismatic/transformational leader sometimes serves as the “face” of the company or the movement (think Steve Jobs).
理想化影响，作为第一种品质，即在追随者面前领导人能够保持积极乐观（有道德）的能力。变革型领导通常“言行一致”，并且总是与追随者站在“第一线”（想想马丁路德金），他们甚至会与追随者一起作出牺牲。在商业方面，魅力型或者变革型领导通常作为其公司或者运动的“形象”（想想史蒂夫 乔布斯吧）。
Inspirational Motivation is the second quality of transformational leaders and it is what charismatic leaders are noted for: their ability to inspire and motivate followers to perform at high levels, and to be committed to the organization or the cause.
鼓舞人心的动机是变革型领导的第二个品质，魅力型领导也是如此：他们能够鼓舞与激励追随者很好的完成他们的使命，使他们忠诚于组织或者事业。
The other two elements of transformational leadership are: Intellectual Stimulation – challenging followers to be creative and think outside of the box – and Individualized Consideration – being responsive to the feelings and developmental needs of followers.
变革型领导的另外两个品质是：智力刺激-激发追随者的创造力并且培养他们创造性思考的能力-考虑周到-时刻追踪追随者的感受以及发展需要。
Transformational leaders are charismatic, but they are also noted for leading high performing groups and teams, and developing followers’ leadership capacity, as much as helping the group or organization to change and innovate.
变革型领导很有感召力，但是他们在领导高水平的团体，不断提高自身领导能力，以及帮助团体或组织改变和创新方面很出色。
Question: What are some behaviors or traits that might derail a leader/politician’s career or stand in their path to success?
问题：什么行为或性格会阻碍一位领导者或者政客的事业，或者阻挡他们取得成功的道路?
The biggest thing that can derail a leader is arrogance, and a lack of concern or responsiveness to followers and constituents. We have seen how politicians’ and CEOs’ arrogance – thinking they are above the law, and committing ethical violations lead to their demise. Also, a leader needs to succeed more often than not, and learn from mistakes and setbacks.
傲慢，对追随者和选民缺乏关怀或者反馈是阻碍领导人的最大弱点。我们已经见证过政客和首席执行官的傲慢了-他们认为自己凌驾于法律之上并且做一些违背道德的事，这些都会使他们走上末路。通常，领导人更需要取得成功，并且从错误与挫折中学习。
Question: Are leaders born or made, in your opinion?
问题：你认为领导是天生还是后天培养的？
This isn’t something that requires my opinion, because this question has been well researched. Twin studies by Richard Arvey and his colleagues have estimated that leadership is about 2/3 “made” and 1/3 “born.” This makes sense, though, if we see much of leadership as a set of learned skills and competencies: ability to communicate, strategize, problem solve, etc. These take time to develop.
这个问题不需要争取我的意见，因为这个问题已经被研究过了。据理查德阿威及其同事的两个研究估计，大约三分之二的领导是后天培养的，另外的三分之一是天生的。尽管这样，如果我们把大部分的领导看做具备高超的技巧和能力-他们具备沟通，决策，以及解决问题的能力等，这项研究还是很有意义的。当然这些要花时间去培养。
This question would have broad implications for leadership, for if it were all (or mostly) born, then our efforts should be directed toward identifying and selecting leaders, and we would be wasting our time on leader development programs. But, the research suggests that putting resources into leader development makes sense, and recent meta-analyses of these programs suggest that, in general, they work and lead to positive gains.
这个问题对领导人来说会有广泛的内涵，因为如果所有领导人（或者说大部分）是天生的，那么我们就应该致力于确定和挑选领导人，而且我们要把时间浪费在开展领导人发展规划上。但是，这个研究表明在发展领导人方面投入资源是有意义的，最近这些项目的荟萃分析也表明，总的来说，他们努力工作并且取得了积极的成效。
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