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Issue 5(1), October 2010 -- Paper Abstracts
Girard  (p. 9-22)
Cooper (p. 23-32)
Kunz-Osborne (p. 33-41)
Coulmas-Law (p.42-46)
Stasio (p. 47-56)
Albert-Valette-Florence (p.57-63)
Zhang-Rauch (p. 64-70)
Alam-Yasin (p. 71-78)
Mattare-Monahan-Shah (p. 79-94)
Nonis-Hudson-Hunt (p. 95-106) 


​Leadership Presence at Work: A Practice – Oriented Framework

Author(s): Charles D. Kerns

Citation: Charles D. Kerns, (2019) "Leadership Presence at Work: A Practice – Oriented Framework," Journal of Marketing Development and Competitiveness, Vol. 13, Iss. 3,  pp. 91-109

Aricle Type: Research paper

Publisher: North American Business Press


Leadership or executive presence can be a nebulous concept, making it difficult for leaders to understand and put into practice. When behaviorally defined and operationalized, presence can strengthen a leader’s personal brand equity, career competitiveness and organizational impact. After a brief review of some relevant literature, a four-phase practice-oriented framework is offered. This dynamic process helps a leader more fully understand and use leadership presence at work, including managing the relevant components. A leader profile which focuses on a set of eight behavioral practices for managing leadership presence is also provided, and some specific challenges associated with the process are considered.