Chapter 3: Executive Presence: Driver of Career Success in the Sports Industry

The topic of ‘executive presence’ (EP) is one that appears frequently within business, psychology, and management discussions and forums relating to career development, leadership (Beeson, 2012; Green, 2019; Hedges, 2011; Hewlett, 2014; Kaufman & Fetters, 1983; Mayer, 2014; Monarth, 2009). The majority of the published research makes clear that EP can be regarded as the ‘X-Factor’ required of senior leaders. The notion that exhibiting a non-ruffled executive boosts leadership currency, adding value to a leader's ability to engage and lead others. Despite the perceived importance of EP, its precise definition remains undefined and contentious within the literature, which is surprising given the lay consensus that it is a fundamental skill of those appointed to c-suite roles. The only high-quality systematic review of EP to date was provided by da Silva et al. (2022). Within their study da Silva and colleagues established that the term defines a set of behavioural and emotional skills that impact the relationship of the individual with others around him, whether peers, leaders, or subordinates, among others. In essence, how individuals are perceived by their peers and subordinates within the corporate environment in relation to their leadership potential and the interpersonal skills required of a senior role. For example, risk appetite, analytical capacity, aggressiveness, decisive posture, and ambition. In this respect, EP can be regarded as being similar to a heightened display of social intelligence, which is often demonstrated by the ability to ‘read’ people and how well one relates to the feelings of others.