SCIENTIFIC basis

Sylvia Ann Hewlett is a workplace economist and author who turned “executive presence” into a practical, research-based leadership concept. Through the Center for Talent Innovation (now Coqual), she clarified this vague quality into a clear framework organizations can assess. In her book Executive Presence: The Missing Link Between Merit and Success, she argues that while merit gets noticed, executive presence determines whether someone is seen as leadership material.

Her model defines executive presence as a “dynamic, cohesive mix” of three pillars: gravitas (how you act), communication (how you speak), and appearance (how you look). In Coqual’s research, 67% of senior executives said gravitas “really matters,” far more than communication or appearance.

Gravitas is the core, signaled by confidence, composure under pressure, decisiveness, integrity, emotional intelligence, and the ability to project a clear vision. Communication comes second: it’s about transmitting authority and clarity (speaking, listening, reading the room, and using voice and body language to reinforce credibility). Appearance, while least weighted (only 5% rated it as key), still matters: it can quickly shape first impressions and, if neglected, can derail otherwise strong candidates.

Humantyze adds a fourth pillar: Connection: the ability to build and leverage deep, trust-based relationships (guanxi) with key stakeholders. In Asian business culture, formal authority and individual performance are often not enough; influence flows through networks of trusted relationships that are formed over time, not position.

Connection captures the leader’s skill in investing in long-term bonds, respecting hierarchy, navigating informal channels (e.g., after-work events, personal introductions), and fulfilling mutual obligations. It also includes the ability to handle conflict relationally (prioritizing harmony and indirect repair) and to be seen as someone who “keeps their word” and can be counted on in times of need.

For Asian executives, Connection is not just “networking”; it’s about building relational capital that opens doors, enables faster decisions, and cushions business risk. In future-looking leadership models, Connection complements gravitas, communication, and appearance by grounding executive presence in the specific cultural expectation that leaders lead through relationships, not just through rank or rhetoric.