In the age of “rizz” and viral TED Talks, having charisma is often viewed as a shortcut to career success and popularity. But the latest research from psychologists and leadership experts reveals a surprising twist: while boosting your charisma can indeed help you make friends and climb the career ladder, too much charisma may actually become a liability, even for those born with the social “gift.” New insights from studies published in 2024 and 2025—including an influential feature in The Atlantic and key academic reviews—are rewriting our understanding of what charisma is, how it shapes happiness, and why there is such a thing as being too magnetic for your own good The Atlantic.
Charisma’s power is deeply embedded in human society, with roots stretching back to the ancient Greek notion of “God’s gift,” and evolving through religious, sociological, and psychological studies. In Thailand, where public speaking, social harmony, and seniority play crucial roles in school, workplace, and community life, this new understanding of charisma offers important lessons for how Thais lead, communicate, and connect.
Current research shows charisma is best understood as a blend of two main ingredients: influence (the confidence and competence to guide others) and affability (making people feel at ease, frequently smiling and projecting warm energy) Psychology Today. Historically, Max Weber was the first to make charisma a secular term, defining it as a “certain quality of an individual personality…endowed with supernatural or specifically exceptional powers” that sets them apart from ordinary people Wikipedia – Charismatic leadership.
For years, charisma has been strongly linked with professional success. Data indicate that those with higher charisma early in their careers earn more and reach higher management levels in later life The Atlantic. Yet, a pivotal 2018 study found that effectiveness peaks around the 60th percentile of charisma. Beyond this point, the benefits drop off—and, in some cases, become drawbacks. Hyper-charismatic individuals may excel at inspiring vision, but often lack the concrete skills for implementation, and may even arouse suspicion or discomfort among colleagues. The same study and others have drawn clear links between excessive charisma and certain forms of narcissism, specifically the type described as “agentic narcissism” (self-assured but not aggressive) Frontiers in Psychology.
A famous case cited by Cambridge Judge Business School researchers involves the rise and fall of high-profile executives such as Elizabeth Holmes of Theranos. Holmes’s intense charisma initially inspired awe and loyalty, but when it tipped into grandiosity and a lack of transparency, it played a role in the company’s—and her own—downfall Cambridge Judge. Their review notes that awe-inspiring leaders can motivate innovation and social unity, but also run the risk of fostering leader “cults,” stifling dissent, and encouraging groupthink.
In Thailand, where respect for authority, social harmony, and emotional restraint are traditionally prized, the double-edged sword of charisma is highly relevant. For instance, charismatic school principals or political figures may unite communities and inspire pride, but they must also guard against shutting down feedback or creating environments where followers are afraid to speak up—a phenomenon described as “emotional suppression” by Cambridge researchers. Professor Jochen Menges, a leading scholar on leadership emotions, notes that “emotion suppression can work in the moment, but over time it is not helpful to the individuals involved or the organisation, because it can inhibit employees from fully engaging at work and tends to wear them out” Cambridge Judge.
Despite old beliefs that charisma is an inborn trait—heightened by attractiveness, intelligence, or “natural gifts”—recent experiments show it can be developed. In 2024, researchers in Israel unveiled the “Charismulator,” a virtual-reality tool designed to train people in nonverbal skills like expressive body language, warm facial cues, and dynamic vocal inflections. Participants who used the Charismulator for just a few minutes scored 17% higher on measures of “general charisma” in observer assessments Psychology Today. These interventions reveal that observing and mimicking charismatic leaders—through books, audio, and video—along with frequent practice, gradually builds one’s own charismatic presence.
For Thai professionals, educators, and students, this is good news. Techniques such as strategic vision articulation, storytelling, and emotive body language can be learned, not just inherited. These findings resonate with Thai traditions of “wai” greetings, public speaking events, and rhetorical fluency in temple ceremonies or political rallies, where influence and affability are visibly rewarded. Yet the research warns against overreliance on personal magnetism. “The role of the leader once he or she gets there must be inclusive and oriented toward the group,” counsels Cambridge’s Professor Christoph Loch. “Maybe many people are capable of helping a group to co-ordinate and resolve conflicts, and therefore many people can be useful leaders Cambridge Judge.”
Whether charisma leads to happiness remains an open question. The Atlantic article and related studies find little evidence that more charismatic people are actually happier. Crucially, while extroversion and self-confidence predict higher charisma, the trait of self-consciousness—typical among charismatic individuals—often correlates with lower happiness and greater anxiety. In short: charisma may win friends and influence people, but it does not guarantee personal fulfillment The Atlantic.
Within Thai society, where humility and “greng jai” (consideration for others’ feelings) shape daily interactions, the careful cultivation and application of charisma may be especially important. Charisma in excess can run counter to the national value of moderation, or “Phronesis” (practical wisdom), represented in the Buddhist teaching of the ‘middle path’ (majjhima patipada). Thai leaders who balance presence with approachability, and strategic vision with group input, are likely to inspire lasting respect and genuine loyalty, rather than brief admiration or unhealthy hero worship.
Looking to the future, leadership development in Thailand may benefit from formal training in nonverbal skills and feedback mechanisms to prevent the downsides of unchecked charisma. Schools, businesses, and government agencies could use new methods like virtual-reality coaching and regular “360-degree” feedback surveys to build both influence and trust in their teams. This is especially important in Thailand’s rapidly modernizing workplace, where younger generations increasingly value openness, inclusion, and transparent communication.
For everyday readers, the message is clear: almost anyone can learn to be more charismatic with intention and practice—by modeling admired communicators, seeking feedback, and observing one’s impact on others. But striving for ever-greater charisma is not the path to lasting happiness or leadership success. As Thai culture wisely illustrates, the secret lies in moderation, authenticity, and service to the group. Next time you find yourself wishing for more “rizz,” remember that just the right amount—not too much, not too little—will help you thrive.
Practical takeaway: If you’d like to boost your charisma, begin by practicing positive body language, mindful listening, and approachability in daily life. Watch and read speeches by respected leaders, and ask for honest feedback from peers and supervisors. Most importantly, balance your drive for influence with genuine humility, and remember: the best leaders in Thailand inspire loyalty by serving others, not by dazzling them.
Sources: The Atlantic, Psychology Today, Frontiers in Psychology, Cambridge Judge, Wikipedia – Charismatic leadership