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Leaders Are Made, not Born

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Published: Jan 29, 2024

Words: 752 | Pages: 2 | 4 min read

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Definition and understanding of leadership, examples of leaders who were made, debate points supporting leaders are made, counterarguments and rebuttals, case study 1: abraham lincoln's transformation into a great leader, case study 2: mahatma gandhi's growth as a leader, the importance of education and knowledge in leadership development, the role of experience and practice in developing leadership skills, the significance of personal growth and self-awareness in leadership development, counterargument 1: some individuals possess innate leadership traits from birth, counterargument 2: the influence of genetics and personality on leadership.

• Buffet, W. E. (2013). Benjamin Graham, "The Intelligent Investor." (Revised Edition). New York: Harper Collins Publishers.
• Isaacson, W. (2011). Steve Jobs. New York: Simon & Schuster.
• Nadella, S. (2017). Hit Refresh: The Quest to Rediscover Microsoft's Soul and Imagine a Better Future for Everyone. New York: Harper Collins Publishers.

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Great Leaders Are Made, Not Born

• Marshall Goldsmith

Are leaders born or made? This is one of the most frequently asked questions in all leadership development. To begin with, let’s start with a definition of “leader.” My friend and mentor, Dr. Paul Hersey, defines leadership as “working with and through others to achieve objectives.” Given this definition, anyone in a position whose achievement […]

Are leaders born or made?

• MG Marshall Goldsmith is recognized as one of the world’s leading executive educators and coaches. Dr. Goldsmith’s 30 books include What Got You Here Won’t Get You There and MOJO .

Partner Center

Are Leaders Born or Made?

“Leaders aren’t born, they are made. And they are made just like anything else, through hard work.” These immortal words come from Hall of Fame football coach Vince Lombardi. In this quote, the belief that true leadership comes through experience, determination, and passion surfaces. Others will contend, however, that many leaders are born with leadership characteristics. These “natural-born leaders,” as they’re sometimes called, rise to the occasion because that’s just who they are.

What Does Science Say About It?

Leadership traits and how to develop them, 1. accepting responsibility, how to accept responsibility, 2. constant learning.

Some of the world’s most prominent business leaders have a reputation for wanting to learn all the time.  Jan Koum , the co-founder and former CEO of WhatsApp, lived in extreme poverty in Ukraine before moving to the U.S. where he faced even more difficulties. However, his desire to learn never faded. After only two years in the United States, Koum taught himself computer programming. He even joined a hacking group so he could learn all about cybersecurity, scalability, and networking. All of this hands-on learning would eventually pay off, and today, Koum has a net worth of almost $10 billion.

How to Keep Learning

3. motivating to action, how to motivate others, 4. adapting to changes.

No matter the industry, change always happens. Effective leaders can adapt to those changes. They see change as an opportunity to grow and learn. They never take the more pessimistic route and think of change as bad. If anything, they view it all as a challenge to overcome and help other people see it that way, as well.

How to Adapt

5. showing empathy.

Most people tend to think of great leaders as excellent public speakers and outgoing personalities. While it’s true charisma plays a role in developing followers, that doesn’t mean only extroverts make great leaders. Introverts can be leaders too because much of leadership boils down to how much  emotional intelligence a person has.

How to Show Empathy

Leadership demands work.

While some may still argue that natural-born leaders exist, effective leadership still requires work. This indicates that leadership development is something you must do to gain the skills needed for your position. Thinking that true leadership comes from those born with it means only a select few would technically be ready to lead. As Warren G. Bennis notes, “The most dangerous leadership myth is that leaders are born—that there is a genetic factor to leadership. This myth asserts that people simply either have certain charismatic qualities or not. That’s nonsense; in fact, the opposite is true. Leaders are made rather than born.”

Leaders Are Made Not Born

Leaders are made not born. If a person has the desire and willpower it can become an effective leader. Good leaders develop through a never ending process of self-study, education, training and experience. Leadership is a process by which a person influences others to accomplish an objective and directs the organization in a way that makes it more cohesive and coherent. Leaders carry out this process by applying their leadership attributes such as beliefs, values, ethics, character, knowledge and skills. When we think of leadership, we often think first of famous individuals. We think of great political leaders: Washington, Mandela, Lincoln . We may think of the leaders of social movements: Gandhi, Martin Luther King. We may think of spiritual leaders: Jesus, Mohammed and Mother Theresa. We also include in our definition some of the infamous leaders such as Hitler, Idi amin, or David Koresh. Obviously, leadership is not always or automatically good in and of itself. Most of leadership is made, not born. Believing leaders are mostly born could have dangerous consequences. The executives, who believe that leaders are born, give less attention to leader development, both their own personal development as well the development of those they lead. They are focused on selecting leaders with the "right stuff," and expecting that those leaders ' natural abilities will mean organizational success. But nothing could be further from the truth. Readymade leaders are not able to fit

Case Study : Steadfast Leadership, And Examine General Rebecca Halstead

Leadership is “the fusion of heart and mind, selfless action, encourage betterment of others, and to make a difference. It is the process of influencing

Nursing 425 Leadership Case Study

but a leader is a trait that is innate in a person; not everyone can be a leader as the role of leader

Martin Luther King Lead The Bus Boycott

What is leadership? Leadership by definition is the ability of an individual or organization to guide other individuals, teams, or organizations. Without leadership many would just follow one another's actions like blind sheep. Many of the powerful shifts in American history were started by men and women who made the decision to guide and instruct one another rather than being a follower.

The Model Of Emergent Leadership

Have you ever been in a situation where you had to take charge, and take on leadership roles in a short period of time? Some people may say that not everyone can be leader. Some also believe that leaders are born with the necessary qualities, which make them successful as a leader. Others believe that leadership, like many other character traits, can be learned and developed through life. The debate depends on how you define leadership, if you ask me. A leader can be made in certain situations of survival. It can range from promoting what is right to perform social changes, or just to execute their own ideas. When you are a leader you gain a certain sense of independence, and pride to that you started something. Therefore, when it’s finished you get to show people that you were able to accomplish all of this.

Traits And Behaviors Of College And University Presidents

There are numerous theories about leadership. Some of the theories suggest that leaders are born while others suggest that leaders are made through training.

Hca 450 : Leaders And Followers

Leadership is multidimensional. There is no straightforward way to describe what a leader is or explain who makes a great leader. The description will be shaped by the purpose of the work being done and the followers one achieves. Dye (2010) states that leadership is a “living phenomenon” (p. 14) and supports the need to provide personalization to the leadership style. There is much discussion on the development of a leader. Some believe that you are a natural born leader who fine-tunes those skills through “persistence and perseverance of failures and successes” (Blanken, 2013, para. 5). Others, like Blanken (2013), feel that exposures early in life begin the development of leadership traits, and “education, jobs, and life experiences then shape the leader’s philosophy and psychology” (para. 7). A dominant style might be apparent in a leader; however, the adaptability in leadership approaches allows the leader to be focused on

Tribal Leadership Analysis Essay

Leadership is defined in Webster’s Dictionary as the “action of leading a group of people or an organization.” Leadership is also the ability to set trends, inspire, motivate, and sway others to produce desired results. There are different styles and ways of performing leadership and a good leader has the ability to take ordinary people, put them all together, and hopefully yield successful results. For organizations to have sustained results from their performance there must be a good balance of business insight, technical and interpersonal skills, and good team dynamics. A leader must know how to use all these areas as well as trust and communicate with their people in

Personal Philosophy Of Leadership

The same is true for leadership. Not all who effectively lead are born with innate abilities that attract followers. Each of us brings our own combination of life experiences, personal traits and stylistic preferences to the practice of leadership. Through the act of deliberate reflection and contemplation, we become aware of ourselves and how our experiences and traits are likely to help or hinder our pursuit of effective leadership. We become aware of our personal truths, our strengths and our faults and I believe this is the foundation from which leadership is built.

The Strengths And Reflection Of Leadership And Leadership

Leadership, which is defined as “…The action of leading a group of people or an organization” is used in many different ways. Most people think being a leader is mostly about being the boss, having people work under you and just becoming successful, but it boils down to more than that. Leaders are those individuals that actually utilize their many abilities in leadership and administration to help make a better change for themselves, the people around them and the goal that needs to be achieved. Leadership is not an expertise that can essentially be grabbed from a book or article based on leadership but instead it is one of those initiative abilities that are increased through experience and understanding those real life situations.

Top 10 Greatest Leaders of all Time

Leadership is something that people are born with. It is an inherent charm and it doesn’t hide even if you want to hide it. There is a leader amongst us and he or she is the one that leads other people to great things by inspiring and motivating people to do good deeds. Leadership has been described as “a process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task”. This way a leader can decide what work goes in and goes out. Good leaders in history have left a mark in walks of life. But great leaders, they’re different. Great leaders have the ability to make each and every individual re-think their life decisions and choices by

The Five Levels Of Leadership Essay

Leaders aren 't born; their made. The process of leadership is long, complicated and has made elements. Respect, dignity, discipline, people skills, vision, emotional strength, opportunity, preparedness and experience are just some of the intangible elements which come into play when talking leadership.

Leadership As A Leader Is A Person Or Thing Who Leads

So if a leader needs a combination of characteristics that makes them successful is a leader born or made? The answer is both. Some people already possess the traits that they need to be leaders and are often leaders from an early age. Some people observe and eventually become leaders. Leadership can be taught. Over the years many theories about leadership have been developed. These theories include but are not limited to trait theories, behavioral theories, contingency theories, and functional theories.

Ethics: The Relationship Between Leadership And Ethics

Leadership is the ability or authority to guide and direct others towards achievement of goal without force that leaves them feeling empowered and accomplished. Besides, leader has a significant impact on ethical decision making. This is because leaders have the power to motivate others and enforce the organization norms and policies as well as their own viewpoint. Leadership involves establishing a clear vision, sharing that vision with others, providing the information, knowledge and methods to realize that vision, coordinating

Leaders Are Born Not Made?

In modern day business, leadership has become an issue that is given far more attention and investment than ever before. Leadership involves establishing a clear vision, sharing that vision with others so that they will follow willingly, providing the information, knowledge and methods to realise that vision, and coordinating and balancing the conflicting interests of all members and stakeholder. This essay will discuss whether leaders are born not made, with varies of theories being compared and contrasted and the strengths and limitations of leaders itself. Further this essay will analyse the future aspects of theories which would establish whether a leader was born with leadership qualities or made into a successful leader.

Leaders Are Born Not Made

LEADERS ARE BORN NOT MADE There have been an age long debate, and humans since beginning of time, have tried to come up with an answer to this question – Are Leaders born or are they made?. This question has generated an age long debate, which in turn has resulted in various school of thoughts, some believe that leaders are born, while others think otherwise. My contribution to this lifelong debate will serve as a pointer to my position on this issue. I strongly believe that leaders are born and not made. Who is a Leader? - “A leader is a person who guides others toward a common goal, showing the way by example, and creating an environment in which other team members feel actively involved in the entire process. A leader is not the boss of

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5 Are Leaders Born or Made?

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Whether leadership is “born or made” has long intrigued theorists, management practitioners and the lay public. While many believe that leadership in iconic figures such as Nelson Mandela must surely be something he was born with, the chapter opens with a study of his early life, effectively demonstrating the complexity of the issue. The effects of exposure to adversity early in one’s life, and social, family and non-familial influences on the later development of leadership, are discussed. Some of the most interesting and provocative recent research findings have shown that genetic factors are also implicated in the question of who emerges as a leader, and on leadership behaviors. While most of this research focuses on high quality leadership, the role of family influences in the development of destructive leadership has also been identified

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Leaders Are Born Not Made

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“Some are born great, some achieve greatness, and some have greatness thrust upon them.” – William Shakespeare

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“Leaders Are Born, Not Made” – Fact or Fiction?

The debate about whether leaders are born or made has been a topic of discussion for many, many years…

Some argue that leadership qualities are innate and cannot be taught, while others believe that anyone can develop the skills necessary to become an effective leader.

From the genetic and biological factors that may contribute to leadership ability, to the training programs and development opportunities that can help individuals improve their leadership skills – like our management training – this guide will provide a comprehensive look at the “leaders are born, not made” debate.

Let’s jump right in!

Leaders are Born, Not Made Theory

Let’s begin with the first assertion that leaders are bone, not made.

Which theory assumes that leaders are born and not made? Two hypotheses contribute to this idea: The Great Man Theory and Trait Theory.

Great Man Theory

Much of the work on the Great Man Theory took place during the 19th century by Scottish historian Thomas Carlyle . Carlyle said that “the history of the world is but the biography of great men.” In his view, leaders are inherently gifted with specific qualities that help them make an impression on the masses.

The Great Man Theory also suggests that those who hold positions of power deserve them because they’ve been endowed with unique gifts and traits. It implies that all great leaders share specific characteristics, regardless of when or where they lived.

Trait Theory

According to Trait Theory, leaders are born, not made.

The Trait Theory of leadership builds upon Carlyle’s early work. This theory suggests that leaders have certain inborn traits and innate characteristics that qualify them for their role. Their ability to lead comes from a combination of personality, physical, and intelligence traits.

The assumption behind Trait Theory is that if one can find people who possess the right traits, that person can improve an organisation’s performance and bring it closer to achieving specific objectives .

The Role of Genetics in Leadership

Some scientific research lends credence to the idea that leaders are born and not made. For example, numerous twin studies suggest that excellent leadership has a significant genetic basis.

One study specifically showed a link between leadership role occupancy and the rs4950 genetic marker. This single nucleotide polymorphism is found on the neuronal acetylcholine receptor gene, which is associated with personality traits.

Researchers suggest that those who possess this particular genetic marker are more likely to be successful and effective leaders.

Intelligence levels

The most influential leaders generally have an above-average level of intelligence. While anyone can gain intelligence through study and dedication, some research has also revealed that, to a certain extent, intelligence levels are inherited.

A group of Glasgow-based researchers interviewed 12,686 people aged 14022 every year from 1994 onward. Although the researchers took into account factors like education, race, and socioeconomic status, they found that the best predictor of intelligence among all subjects was their mother’s IQ.

It’s important to note, though, that scientists believe only 40-60 percent of intelligence is hereditary. The environment (school attendance, exposure to books and other learning materials, etc.) still plays a significant factor in one’s overall IQ.

The Psychological Attributes Of A Leader

Like intelligence, research suggests that psychological attributes are also partially heritable. Several personality traits can potentially be inherited from one’s parents, including the “Big Five,” which have an above-average level of heritability.

The Big Five traits are described as follows:

• Extroversion: Extroversion measures how energetic, sociable, and friendly people are. An extrovert is often described as a “people person.” They draw energy from spending time with others and may have an easier time leading meetings or overseeing groups.
• Neuroticism: Neuroticism is characterised by emotional instability and frequent episodes of sadness or moodiness. Someone with a low level of neuroticism would be more emotionally intelligent and stable.
• Agreeableness: Agreeableness is associated with traits like trust, altruism, kindness, and affection. Highly agreeable people are often more cooperative, whereas those who score low in agreeableness are more competitive.
• Conscientiousness: Conscientiousness is linked to high levels of thoughtfulness, impulse control, and goal orientation. Highly conscientious people tend to be more organised and detail-oriented.
• Openness: Openness is associated with imagination, curiosity, and a willingness to learn new things. People with a high level of openness tend to be more creative and adventurous.

Of course, one’s environment also plays a role in the development of these personality traits. However, genetic contributions cannot be ignored.

Geographical Factors

Some research also links the likelihood of becoming a leader to one’s geographic location. For example, a study conducted by SHL, a UK-based talent management firm, showed that Hong Kong currently has the most significant number of leaders. However, Mexico has the greatest number of future leaders.

The firm reviewed data from over one million client surveys and focused on eight skills to measure people’s leadership capacity:

• Initiating activities and making decisions
• Supporting and cooperating
• Interacting with and presenting to others
• Analysing and interpreting data
• Creating and conceptualising ideas
• Organising and executing plans
• Adapting and coping with others
• Performing and achieving

Based on these criteria, Hong Kong has the highest number of people with strength across all eight categories, followed by Germany, the UK, Australia, and the United States. As for countries with the most future leaders, Mexico led the charge, followed by Turkey, Egypt, Switzerland, and Brazil.

Being born in a particular country may not automatically guarantee that someone will become a great leader. However, they may have access to resources that increase their chances, such as better school systems or more support from parents and other adults.

Historical Examples

Many notable leaders throughout history possessed traits that seem to have made them natural leaders.

Some examples include Queen Boudica, a fierce warrior who faced the might of the Roman empire, King Henry VIII, who broke from the Catholic church and started the Protestant church, and Queen Victoria, the second-longest reigning monarch in British history.

These people are all known for their leadership skills and willingness to do whatever is necessary to achieve their goals. They likely inherited at least some of the genes and personality traits discussed above that are linked to substantial leadership abilities — especially since, during the times when they lived, they did not have the same access to learning resources as modern leaders do.

Leaders are Made, Not Born Theory

On the other end of the spectrum, some people argue that leaders are made rather than born. In other words, with the proper training and amount of dedication, anyone can become a leader regardless of their genetic background.

For example, the Behavioural theory of leadership is based on the idea that leaders can develop a set of skills and practise specific behaviours that make them suited for the role, regardless of their natural traits and tendencies.

This theory also posits that outstanding leadership requires lifelong learning and commitment. The best leaders will continuously seek out development opportunities that help them grow and progress rather than relying on their natural abilities and inherited characteristics.

Several leadership styles fall under the Behavioural leadership theory, including the following:

• People-Focused: People-focused leaders prioritise the needs of others (employees, clients, supervisors, etc.); their actions are driven by effective communication and relationship-building.
• Task-Focused: Task-focused leaders prioritise goal-setting, achievement, and structure; their work alongside their team members to produce results.
• Participative: Participative leaders include their whole team in the decision-making process, focusing on communication and collaboration. They do a great job of identifying people’s strengths and weaknesses and then assigning tasks based on those attributes.
• Status-Quo: Status-quo leaders strive to balance productivity with employee satisfaction, meeting needs without exceeding reasonable expectations.

Those who believe in the Behavioral leadership theory typically argue that leaders can develop the traits associated with these and other effective leadership styles.

One can learn to be an effective communicator, for example, or to build strong relationships with their colleagues. Even if they’re shy or more introverted, they still have the potential to excel in their role and help others achieve their goals.

The Leadership Industry

Consider the number of leadership books, courses, podcasts, YouTube videos, and other resources that are available today. The strength and expansiveness of the leadership industry also back up the idea that leaders can be made instead of born.

Research from K. Anders Ericsson suggests that deliberate practice is one of the most critical factors in someone mastering any skill — including the skills needed to become a great leader. Ericsson’s research evaluated elite and amateur musicians and revealed that deliberate practice was responsible for an astounding 80 per cent of the difference in outcomes between the two groups.

With this information in mind, it’s understandable that so many personal and professional development resources exist to train a new generation of influential leaders.

Every year, corporations across the globe spend billions of dollars on leadership development courses and activities. These investments are meant to contribute to individual and group growth, helping the organisation thrive and become more profitable.

Admittedly, professionals have mixed views on the effectiveness of leadership training. Some find it highly worthwhile, while others question its long-term impact. However, the fact that new resources are continuously released suggests that they have had at least some positive effects.

Before Everything, Be a Follower

For those who believe in the idea that leaders are made rather than born, it makes sense that every great leader would have to start as a follower.

Suppose someone starts in the follower or subordinate role. In that case, they will likely have more empathy and genuine concern for their team members when they eventually rise and take on a leadership position.

At one point, they were in the same place as their current subordinates. Because of their history, they understand the challenges of the job and know what kind of leadership they would have liked to have when they were a follower.

Starting as a follower, rather than immediately being thrust into a leadership position, also creates more opportunities for learning and growth.

Many professionals believe that effective leadership comes from continuously facing and overcoming obstacles. If one has never done this, they might struggle to cope with the challenges of leadership — even if they have the genetic predisposition to be a great leader.

Passion, Purpose, and Drive for Success

An enthusiastic and passionate leader – even someone who doesn’t have the ideal genes or personality traits for the job – will likely do a better job at motivating employees compared to someone who lacks passion and drive.

As the study from Ericsson suggests, deliberate practice plays a crucial role in one’s success in many areas, including leadership.

After all, who is likely to put in the deliberate practice needed to be a good leader?

In most cases, it’s probably the person who has a genuine passion for the job and truly wants to help the business or organisation succeed long-term. Their deliberate effort may lead to ongoing study and an openness to new views — both of which can make them more effective managers or directors.

Self-Development and Leadership Training

In some situations, passion and purpose may make up for lack of natural ability (or at least help to fill in the gaps). If someone is truly committed to a cause and wants to be successful, they will put in the work and invest time and resources to become better leaders – including participating in self-development and leadership/ management training courses .

The professional sphere is constantly changing, and it’s essential to stay informed about these changes if one wants to succeed and be an effective leader. Natural abilities often aren’t sufficient in such a fast-paced world.

Imagine two people: One who has a natural talent for leadership and one who lacks innate abilities but does have a passion for a specific cause and is committed to their purpose.

The second person’s passion and commitment may motivate them to continue learning and expanding their skills. They understand that they have room to grow and are willing to do the work to make that happen.

On the other hand, the first person may try to rest on their laurels (i.e., their inherited traits that make them a competent leader) and won’t take time to learn about the latest developments in leadership research or discover ways to help their team grow and thrive.

In this example, the person with less natural ability but passion and commitment will likely be the better leader. Because they are dedicated to personal development and want to grow, they’ll have an easier time keeping up with changes and giving team members the support they need to succeed in their own roles.

If you need some inspiration for mapping out your development and vision for the future, take a look at our 3 Steps To Create A Professional Development Plan .

Many prominent figures throughout history rose to great power and success despite humble beginnings and a lack of impressive parental pedigree. These people, in many cases, had to rely on their passion, drive, and commitment to learning to achieve leadership roles and make a positive impact on the world.

Some historical examples of effective self-made leaders include Dame Stephanie Shirley, who came to the UK at age five on the Kindertransport (an organised rescue effort that took children (without their parents) out of Nazi-controlled territory during World War II) and Margaret Thatcher, who was born in a small market town to parents who ran a grocery store but eventually became Britain’s first female Prime Minister (and held the position for 12 years).

These individuals had to overcome significant obstacles to reach their leadership positions. While they likely had some natural leadership abilities and promising personality traits, if they weren’t also willing to learn and put forth the effort to develop skills , it’s unlikely they would have been as successful as they ended up being.

Now that you know which leadership theory suggests that leaders are born, not made — and which theory suggests leaders are made and not born — what do you think the verdict is? Are great leaders born, or are they made?

  There is no one clear answer to this question…

Research certainly suggests that there is a genetic component to effective leadership. Those who possess certain personality traits (such as a high level of extroversion, a high level of conscientiousness, and a low level of neuroticism) may be more naturally drawn to leadership positions. People may also be more drawn to these individuals and encourage them to take on leadership roles, even if they don’t have a natural desire themselves.

At the same time, even research backing up the idea that genetics contribute to one’s leadership potential acknowledges that one’s genes are not the end-all-be-all. Other factors, such as drive, passion, and a willingness to learn, can also make up for personality “deficits” or a lack of natural ability and give someone the skills they need to lead a team or organisation effectively.

These days, it may be more possible than ever for great leaders to be made instead of born, too.

Numerous leadership training courses and resources exist to help people sharpen their skills, communicate more effectively, and support their teams in achieving their goals. People have broadened their idea of what makes a leader as well and are more willing to accept varying personality types.

The short answer to the question “Are leaders born or made?” seems to be “Both.” Some people may have a natural propensity for leadership. However, even those who are born to lead can still benefit from leadership training!

If you’re looking to improve your leadership skills, please check out our Management Skills Training and Management Development Programmes.

Alternatively, we also offer an ILM Online Course and Management Training Webinars.

Thanks again

Sean McPheat

Managing Director

MTD Training

Updated on: 24 August, 2023

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Born Leader: Leaders Are Born And Not Made

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Essay on Leaders Are Born Not Made

Students are often asked to write an essay on Leaders Are Born Not Made in their schools and colleges. And if you’re also looking for the same, we have created 100-word, 250-word, and 500-word essays on the topic.

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100 Words Essay on Leaders Are Born Not Made

Natural leaders.

Some people believe that leaders come into the world with special traits. They think that these qualities, like being very brave or being able to inspire others, are gifts they are born with, not something they learn.

Inborn Qualities

History’s examples.

History is full of leaders who showed their talent early on. They stood out without formal training, suggesting that their ability to lead was part of who they were from the start.

250 Words Essay on Leaders Are Born Not Made

Natural-born leaders.

Many people believe that leaders are born, not made. This means that some individuals naturally have qualities that make them good at leading others. From the moment they come into the world, they seem to have a special something that sets them apart.

Inborn Traits

Family influence.

Sometimes, a child is born into a family with a history of leadership. They grow up seeing their parents or relatives lead, which can inspire them to do the same. It’s like they have leadership in their blood, and they naturally learn how to guide others by watching their family.

Leadership and Learning

It’s true that leaders can learn new skills and get better. But those who are born leaders have a head start. They don’t need much training to understand how to inspire and direct people. It’s almost as if they were meant to be leaders from the beginning.

In conclusion, the idea that leaders are born and not made suggests that leadership is a natural gift. Some people have the right qualities from the moment they are born, and these qualities help them become great leaders without much effort. While anyone can learn to be better at leading, natural-born leaders have a special advantage.

500 Words Essay on Leaders Are Born Not Made

Introduction to leadership.

When we think of a leader, we often picture someone who guides others, makes important decisions, and inspires people to do their best. Some people believe that leaders are born with special qualities that make them stand out from the start. This idea suggests that leadership is not something you can learn in school or from a book, but rather it is a natural ability that a person has from birth.

The Traits of Born Leaders

Leaders who are thought to be born have certain traits that are hard to miss. They are confident, can talk to people easily, and have a way of making others want to listen and follow them. These leaders often show signs of being in charge even when they are very young, like being the captain of a sports team or the student who organizes school events without being told to.

Leadership in History

Leadership and personality.

Scientists have found that certain parts of our personality are linked to our genes. This means that some of the qualities that make a good leader, like being brave or being able to stay calm in tough situations, might be passed down from parents to their children. This could explain why some people seem to be natural leaders—they inherit these traits.

Leadership Cannot Be Taught?

Those who believe leaders are born and not made think that leadership cannot be taught. They argue that you can learn some skills, like public speaking or problem-solving, but the true essence of leadership is something you either have or you don’t. According to this view, no amount of training can turn someone into a leader if they don’t already have the natural qualities needed.

Leadership as a Natural Role

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Managers Are Born, Not Made Essay

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Are managers born or made? Find here everything necessary to explain this statement about leadership! Managers are born, not made essay below contains both theory and examples.

Introduction

Are managers born or made.

Modern tendencies in the sphere of business and many other factors make managers important and inevitable members of the working process. It should be mentioned that managers are responsible for many different tasks, therefore, they are to possess many features necessary to manage those tasks.

Defining the profession of manager, the general definition of a term may be as follows, a manager is “someone who has the responsibility to utilize an organization’s material resources and to leverage cooperation from employees in order to attain a goal that is deemed important to the organization’s success” (Gualco 2010, p. 18).

To complete these responsibilities, a manager should possess a number of features, qualities and talents. There is an expression that good managers are made, not born and many scholars and professional managers support this idea. However, there is also a versa version of this notion that a good manager is born not made. It is hard to discuss these points as each of them has the right to existence and may be supported by arguments.

Trying to dwell upon an idea that the good manager is born not made in a critical way, it should be mentioned that each manager is to complete different tasks depending on the specifics of some company, however, each manager is to possess some particular features. Depending on the ability to learn those features, the statement may be either supported or rejected.

The statement that good managers are born, not made may be agreed upon only partially since to be a good leader a person should possess some specific inborn features which cannot be gained due to the specific practices, at the same time good managers are made as they are to possess the qualities they can learn and non inborn abilities can be helpful.

Leadership, futuristic vision, communication skills, and organizing skill are the features managers are to possess apart from a number of other qualities. Measuring this issue, many features of managers are going to be considered with the purpose of understanding whether it is possible to learn all the issues which are to be applicable to managers, or people can only have those being born.

According to Llewellyn & Holt (2007), good managers build teams, mentor, and empower workers, lead, motivate, reward, listen, cope and perceive; they are also flexible and focused. There are people who may possess some of these features, however, most of them should be learnt, what is more important, people are able to learn all of them.

People do not know how employees should be empowered and motivated, or how teams are built. All these features may be gained only if a person studies hard. The ability to listen is usually considered as an inborn one, however, one can learn listening abilities as well as flexibility and focus. Thus, people are to study hard, ruin past habits and do all possible to develop the new ones.

It is really hard to do it, but possible. Of course, those people who are born with necessary qualities should spend less time on developing the required skills, however, it does not mean that others cannot learn them. Baird (1986) is also sure that good managers are made, not born. He states that to become a good manager, a person should possess good problem-solving orientation, a scientific approach and skepticism.

These features may be inborn when nature gives a person an opportunity to solve the problems using inner qualities, when a person is a skeptic by nature and when a person can complete a research due to one’s personal desire to know as much as possible.

Still, it is impossible to reject the idea that these features may be successfully learnt. Walesh (2000) says that students of the engineering college are able to complete all these tasks after graduation as this is one of their responsibilities. Therefore, other features which are to be possessed by the managers can be easily learnt.

Leadership is an inevitable part of management. Managers are to be leaders and leaders are to possess some characteristic features which distinguish them from other employees. Sensitization to follower expectations, inspiring others, building positive affect, communication and listening skills, and individuation are the features leaders should possess (Cole 2011).

Sensitization to follower expectations is important for leader. To be sure that others will follow him/her a leader should do all possible to create the expectations interesting for employees. Motivation is important and there are no inborn features which would help people create the motivational guidelines in the organizations.

These features are to be learnt. Inspiring others is also important like building positive affect. A manager should make sure that he/she is able to inspire employees for better performance. Moreover, positive effect is the guarantee of a successful work. However, it is impossible to say that being a manager, one should have such inborn features. They are successfully gained by leaning and working experience (Cole 2011).

Communication and listening skill is really important for managers. Timmins (2011) has developed successful strategies which are able to help people improve their communication and listening skills. Therefore, these leadership features may be learnt.

Adeniyi (2007) develops the idea that learning the individual features of each of the employees is a hard work, however, he also agrees that there are people who are able to know others without learning their profile.

The inner possibility to feel others is really important. However, there are those who should study profiles of the employees, conduct tests and perform other HR tasks to get to know a person better, and there are those who have a talent of knowing a person’s inner world from communication on different themes.

Zenger and Folkman (2009) are sure that managers are made but not born as there are a lot of examples when people became great managers by their hard work contributing to their career development. Self-development also plays an important role because if people do not grow personally, they cannot be good managers.

Time passing, strategies, approaches and vision of business changes and managers are to catch all these changes and make all possible to lead the company ahead. Learning the world business strategies, considering the peculiarities of management tendencies, etc. are some of the tasks which may be completed by those who want to do it. No inborn features are to be possessed by people.

Dwelling upon inborn features, we usually speak about character and behavior which are affected by human character. However, character may be changed if people really want to. There are shy and silent couriers which look at the work of others, change their vision of the life, their desires, and become good managers. This is one of the examples of the personal development which is the part of each manager.

Stress resistance is another feature managers are to possess. There are many people who nave inborn calm character and who do not react on different provocations. However, there are also people who have an opportunity to learn this particular feature. It is hard, but it is possible.

Modern techniques can do everything for those who want to change (Mohr & Wolfram). Futuristic vision and organizing skills are also developed during the life of a person. It is impossible to be born with a great desire to be innovative in thinking and organized in actions.

When people grow up, parents teach them to keep everything in order, they are learnt to do things gradually. Going to school, children are taught to look into the future possibilities of their actions. Performing different tasks students are to understand their importance and the ability to be applied somewhere.

Trying to support the statement that managers are born not made, one can say that even though all the features and qualities people need can be learned, people are to possess some potential to learn and in this way to become a good manager. There is an expression that some people have better abilities to humanities, others to economics and mathematics.

This is all about human potential. To the point, Mozart was not born a musician, he just had the potential for it. The same goes about managers. None of the people is born with the set of features in mind necessary for being a manager, people may just have potential for being leaders, good listeners, creative thinkers, etc.

This is really important to understand as in this case the statement that good managers are born not made may be slightly changed to become the truth, good managers are born with potential, not made out of nothing.

Therefore, it may be concluded that having conducted a research about good managers and the inborn features, the conclusion is not in favor of the statement that good managers are born not made.

People are not born with the specific features which help them manage others, they may be born with the potential which may be helpful in leading others. These are absolutely different notions, therefore, the statement under consideration is false.

Reference List

Adeniyi, MA 2007, Effective Leadership Management: An Integration of Styles, Skills & Character for Today’s Ceos , AuthorHouse, New York.

Baird, L 1986, Managing performance , John Wiley, New York.

Cole, M 2011, ‘Become the leader followers want to follow’, Supervision , vol. 72, iss. 10, pp. 24-26.

Gualco, D 2010, The Good Manager: A Guide for the Twenty-First Century Manager , iUniverse, New York.

Llewellyn, AB & Holt, R 2007, The Everything Career Tests Book: 10 Tests to Determine the Right Occupation for You , Everything Books, New York.

Mohr, G& Wolfram, H 2010, ‘Stress among managers: The importance of dynamic tasks, predictability, and social support in unpredictable times’, Journal of Occupational Health Psychology , vol. 15, no. 2. pp. 167-179.

Timmins, F 2011, ‘Managers’ duty to maintain good workplace communications skills’, Nursing Management – UK , vol. 18, iss. 3, pp. 30-34.

Walesh, SG 2000, Engineering your future: The non-technical side of professional practice in engineering and other technical fields , ASCE Publications, New York.

Zenger, JH & Folkman, J 2009, The Extraordinary Leader: Turning Good Managers into Great Leaders , McGraw-Hill Professional, New York.

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Leaders Are Born, Not Made

Leadership is a process by which an individual influences others to accomplish set objectives by giving a sense of direction to achieve the goals. In the journey to achieve the common goal in a given group, leadership offers the appropriate direction and necessary steps to be followed in realising the dreams of the team. Leadership can be inborn, where a person is naturally oriented to undertake leadership roles without being informed on handling such issues. In such a case where an individual comes out as an outstanding individual, ready to take charge of roles, then that person is a born leader. Leadership qualities in a person who has not gone through coaching and mentorship to possess those qualities reveal that leaders are born. Therefore, leaders can go through mentorship in the right environment and get the right mentorship to help them advance their leadership skills and guide their teams well. A good number of theories exist that discuss the various types of leadership, with many thinkers and philosophers diving into this subject to help in the understanding of this diverse topic. This paper discusses the idea that leaders are born and not made, with examples to show the statement’s validity.

According to the Great Man Theory of leadership, leaders can be identified by looking at them and analysing their personality traits to determine what they are capable of (Hunt & Fedynich, 2019). These character traits are born, and these attributes show that one is a capable leader. These personal traits differentiate the leader from no leaders, and these traits can be physical or personality characteristics. Historically, leadership is seen as something of the chosen few, and this view strongly supports the idea that leaders are born and not made. Leadership is also seen as something hereditary, and these leaders are taken as heroes in their society as a result of possessing extraordinary skills and abilities, propelling them to the top of leadership. Such families gain respect, admiration and adoration. Leadership is then a special gift to these few individuals who do not have to undergo any training to gain leadership skills.

From a religious point of view, leadership is a God-given gift, and the Lord of Lords sends leaders as heroes to be in charge of the flock of God and teach righteousness to the nation of God (Penttilä, 2021). Thomas Carlyle, the founder of the trait leadership theory, also believes that leaders are born and have lived in times of crisis and discord during industrialisation. During that period, Carlyle found it difficult to believe that the church would offer enough strength, wisdom and the appropriate direction. However, God would do all He could to save the situation of humanity. In restoring order in his hometown, religious institutions or other organisations would not offer the right solution. However, the sent leaders or the born leaders would give a sense of direction and solution to the upheaval. The examples of such leaders are like Shakespeare in the world of fiction for possessing greatness in his attributes. Other remarkable leaders worth respecting are Martin Luther King and Olive Cromwell. Leaders with inborn leaders can inherit their leadership attributes to their children. Great leaders do not have to concentrate more on the background factors or environment to shape their organisational and leadership skills. Findings from research among the Swedish military show that the genetic makeup and family of individuals explain the exceptional leadership traits of leaders compared to the general population (Adams et al., 2018).

Leadership qualities are difficult to achieve with training compared to an individual already with leadership attributes (Penttilä, 2021). The attributes differentiate great leaders from other people. Vision is a great quality a leader should possess, whether in the political or the business field. Great leaders need to own the group’s vision passionately and with enthusiasm to drive it to completion. Such a quality is not taught in any school, nor can it be obtained from reading books; instead, it comes from the personal traits of an individual. The quality of vision is not one to rehearse or practice but one that proves that leaders are born and not made. Another critical quality of leadership is integrity. Leaders who possess the quality of integrity promote trust among their team members while demonstrating a commitment to moral and ethical behaviours. Like vision, integrity is hard to teach and achieve for an individual who does not know integrity or walk in an integral line. Great leaders are naturally integral and trustworthy in their dealings.

Transparency is a leadership quality that will indicate that one will be ready to lead the rest in the right direction. Leadership requires individuals with the ability to state things as they are and address issues most practically without hiding anything from their fellow leaders or their subjects. The transparency trait helps leaders to build trust with employees, and this helps them to give their feedback freely. Individuals who relate well with other people, especially their peers, portray a theory of transformational leadership in which they can easily relate well with people. In transformational leadership, leaders’ relationship with their followers is the most outstanding element. Such individuals showcase leadership traits and can lead others well due to the good human relations they possess. Character forms the core of one’s personality system. As such, the character of an individual is permanent and defines an individual from a young age, hence defining who one is. On the other part, traits are subject to amendment and changes. Therefore, the character can determine whether an individual is naturally a leader. For instance, if an individual is patient, trustworthy and naturally loyal, they will easily make great leaders as opposed to individuals who will learn the skills of management and problem-solving to take on leadership in a given institution or organisation.

Training and experience do not make one a great leader; it is a difficult thing to achieve since leaders are naturally born with the necessary leadership skills. Practising leadership qualities does not qualify an individual to become a leader; however, the personality of a leader is inborn, and this is what matters the most. Leadership demands a lot, like requiring an individual to be confident but humble, wise and bold, to take control yet be ready to accommodate other people’s views and personality traits (Iszatt-White & Saunders, 2017). Other scholars believe that even people who do not possess leadership qualities from birth can acquire them through training. According to these scholars and researchers, leaders can be created through learning and developing personal qualities and skills to reach the level of leadership desired in a given setting. Training among individuals with natural leadership attributes is an added advantage as they will strengthen their leadership qualities. Committing to personal development is a continuous life goal for naturally born leaders as they focus on building their hard and soft leadership skills as time passes, hence attaining even greater authority and respect from others. For instance, people who gain respect from a young age due to how they conduct themselves and engage with others indicate that they are great leaders naturally.

Many people and cultures believe that leaders are born and not made. For instance, according to the relative age effect (RAE) theory in China, individuals born in October and November are more likely to take up leadership in various parties than those born in June and July (Li & Hu, 2022). In addition, such a theory holds that parents who are officials in parties will have a positive impact on their children in choosing their career paths, and their possibility to become leaders is relatively high. Effective leadership is pivotal to the success of any organisation. With the evolution of the leadership sector and its understanding, the contribution of organisational management and human capital must be addressed. Regarding management, there is a need to differentiate between management and leadership. Management Is different from leadership in terms of visions and strategies as it concentrates on monitoring and controlling the organisation’s performance (Benmira & Agboola, 2021). However, leadership and management coexist despite having distinct roles. The two aspects complement each other, and thus, it is hard to separate the two. Every organisation needs leadership to set its vision and goals to be achieved and management to monitor the activities, maintain order and help the company or institution to remain stable at all times.

In conclusion, the discussion on whether leaders are born or made continues, and every side has its argument to validate which belief is true. As the debate goes on, there are indeed leaders who possess leadership qualities naturally, and they are leading well in their sectors. There are also many leaders today who have never had an experience of leadership in their family or community but have been trained to become great leaders. Such leaders have gone past their challenges and gone the extra mile to develop their leadership skills and have thus reached where they are. Leaders can be born, but it does not mean that they do not need nurturing and training. The training is meant to enhance their leadership qualities and help them perform better in their areas of leadership.

Adams, R., Keloharju, M., & Knüpfer, S. (2018). Are CEOs born leaders? Lessons from traits of a million individuals.  Journal of Financial Economics ,  130 (2), 392-408.

Benmira, S., & Agboola, M. (2021). Evolution of leadership theory.   BMJ Leader , leader-2020.

Hunt, T., & Fedynich, L. (2019). Leadership: Past, present, and future: An evolution of an idea.   Journal of Arts and Humanities ,  8 (2), 22-26.

Iszatt-White, M., & Saunders, C. (2017).   Leadership . Oxford University Press.

Li, Y., & Hu, X. (2022). Born leaders: China’s municipal party secretaries.  Applied Economics Letters ,  29 (7), 626–629.

Penttilä, S. (2021). Leadership: Are Leaders Born or Made?

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Leaders Are Made Not Born - Free Essay Examples and Topic Ideas

The idea that leaders are made, not born, suggests that effective leadership is a learned skill rather than an innate quality. This means that while some people may possess some natural abilities or attributes that lend themselves to leadership, anyone can develop the necessary skills to become an effective leader. Ultimately, leadership requires a combination of knowledge, experience, self-awareness, communication, and interpersonal skills that can be developed through training, practice, and personal growth. The concept of leaders being made also implies that anyone can become a leader, regardless of their background or upbringing, as long as they are willing to put in the effort to learn and grow.

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Leaders Are Made Not Born (Essay Sample)

Leaders are made not born.

A leader is a person that who effectively utilizes his skills and intuition to effectively manage all the resources and people towards the achievement of a given goal. These people are able to successfully take the responsibility to guide others and inspire them towards success. When it comes to leadership skills numerous arguments and misconceptions surrounds the source of such skills. Some people note that leaders are born while others say that leaders are made. In contention of the second sentiments, if leaders are born then everybody who is born automatically becomes a leader. However, the statement that leaders are born not made should be reframed and answered in the following way: Leaders are made not born.  It is indeed important to note that some people are born with innate skills of leadership such as confidence, creativity, communication, and assertiveness.  However, even the most talented person with an array of skills has to be nurtured and the skills he has developed in order for the individual to master such art of leadership skills to become a great leader.

Great leaders are made through teaching. Most leaders with great skills usually learn the art of communication which entails listening skills, acceptance of the important feedbacks in the most constructive ways. Furthermore, they are supposed to show empathy, patients with others as well as being able to form part of the team.

On a separate note, great leaders have confidence in their operations, speeches and are a source of encouragement from the rest.  Confidence is a trait that is developed over a period of time. Interactions with others usually elevate a person’s confidence and self-esteem. Leaders usually gain confidence through their constant interactions with employees as well as when they become more decisive in both personal and work lives. Furthermore, confidence is building through progressive learning of an organization and the industry as well as becoming part of the social life hence the leaders become knowledge experts and resourceful personnel for the enterprise. Under such circumstances, the leaders are able to build both their own success as well as those of their subordinate staffs.

Apart from the above-stated sentiments, responsibility and integrity are leadership skills. People are not with the responsibility knowledge as well as integrity. These two skills are acquired in life as a result of interaction others. More so, integrity is normally a choice. People usually accept blames when things are not right and take appropriate actions in solving such problems as well as becoming composed and calm in times of trouble.  Furthermore, leaders are authentic, have a balanced life and are driven by motivation. These principles are not inborn but are acquired through development, and polished over time.  Authenticity is difficult without a lifelong goal or cannot be achieved if a person does not know the type of a person one wants to become. Therefore, an authentic person has person values that are aligned with actions and words. Therefore, it is realized in the current business market where many employees rush for enterprises that enhance the development of their careers to help them have a better tomorrow.

Leaders are intelligent and are able to influence others to follow their directives and commands. This ability requires a person to be an extrovert and charisma. It has been indicated from the psychoanalytical theories that the traits that are exhibited in a person at the adolescence resurface at the adult stage and throughout his life. In addition, leaders cannot become successful in their respective entities without technical skills and knowledge. These skills are obtained through schooling, experience, and training. On the same note, intelligence is required to retain and leverage learning. Therefore, learning the complexities and greater intelligence level is mastered through learning.

In conclusion, leaders usually have mentors and friends who help them become better people. The social lives and the constant interactions are some of the best sources of nurturing skills as well as learning new ideas. The leaders we see in different cultures and from all sorts of life portray some aspects that the soon to become leaders copy. Furthermore, the desire to learn new ideas is an indication that people are incomplete to successfully compete as great leaders in the current society. This is a testimony that leaders are made not born.

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Leaders are born, not made

11 Dec 2022

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The argument on whether leaders are born and not made has been debated for a long time; some people are of the opinion that leaders are made, and some are of the contrary opinion. My opinion as far as this discussion is concerned, lies in the belief that leaders are born. I believe that leaders are born with certain traits and characteristics and the basic skills in leadership, these skills are later improved through training, experience and learning more of leadership from leaders. There are theories that prove that leaders are born and not made, and we are going to draw our idea from these theories. 

On the definition of a leader, it is clear from theories and other learning sources that a leader is a person who influences people or a group to follow one direction towards the achievement of a common goal. Some scenarios prove that leaders are born; take a look at young children, you will realize among the children, there is one child who likes to lead the rest, maybe by commanding them, instructing them and also advising them. This is one scenario that proves that the child is a leader and has some leadership traits. 

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Great man’s theory asserts that leaders are born with some internal features that are required for leadership, these features are; confidence, intelligence, charisma and social skills. Sir Winston Churchill and Margret Thatcher are leaders who confirm that leadership is by birth. These two leaders are renowned for their strong leadership since World War II, and the fact that they did not attend any school for any leadership training proves that they were born leaders. Trait theory also supports Great man’s theory on the assertion that leadership is by birth, and that leadership is inherited. Other theories that support leadership by birth are; contingency theory which supports that fact that the quality of leadership is attained through environment upon which leadership is practised. Relationship theory; supports the fact that social traits are inborn and hence supporting in-born leadership traits. 

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Leaders are Born not Made

The essay refutes the view that leaders are born not made, and seeks to establish through valid arguments, illustrations and documented evidence that leaders are actually made and not born

Folklore has lulled us into believing that some people are born leaders while others are not.

Regardless of tribe, ethnicity or race, most people can trace their origins back to a monarchical or feudal system where the offspring of the reigning family found themselves thrust into leadership positions regardless of their inclinations to rule or not. To further impress this upon our collective psyches, the legends of such royal ancestors are interwoven with thrilling notions of romantic adventure and grandeur, and we unwittingly find ourselves mentally acquiescing to the untruth that some people are born to lead while others are destined to merely follow.

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History has however proven otherwise; leaders are made not born. The fall of monarchical systems of government occurred slowly but surely over centuries, as it became apparent to all that leadership is to be earned, and is not a birthright. Nobility was no longer a question of bloodline but of courage, strength of character and the ability to motivate your peers to follow you in achieving a common goal. Some critics would argue that the most prominent features of leaders such as courage, charisma and strength are personality traits which are inherited and cannot be taught (Colleen 2012).

Research has however shown that the human personality is extremely malleable, and under the right tutelage and exposure to carefully calibrated exercises, leadership attributes can be developed by anyone who is willing to invest the required amount of time and energy to achieve these results (Parks 2005). It has also been argued that another key requirement for leadership is pleasant good looks which are an inherited feature (Colleen 2012).

This is however an unsubstantiated assumption and perhaps is only relevant in the realm of politics where the ability to assume an office is often indicative of a strong political machinery backing you, and not your ability to lead and motivate. True leadership is not an office but a lifestyle. Mahatma Ghandi may not have qualified as a prospect for GQ’s cover page but he is undisputedly one of the most influential leaders in modern history.

Perhaps it would be instructive to clarify who a leader is before proceeding further. ‘A leader is a person who influences a group of people towards the achievement of a certain goal’ (Merriam-Webster n. . ). Leaders exist in almost every facet and sphere of life we may choose to examine; the family unit, schools, religious organizations, business institutions, and states.

The manner in which they influence people varies from individual to individual. One of the areas which has witnessed the most review and analysis is the business environment, where the efficacy of a leader could determine whether an organisation thrives or goes under, and with it the fates of staff, shareholders and other stakeholders whose livelihoods are inexorably linked to the business.

We will therefore restrict our review to the attributes of a successful business leader and an analysis of whether such traits are inherited or cultivated. One key trait which most of the literature written on great business leaders agree on as a required characteristic is excellent communication skills. A leader must be able to clearly communicate his vision in compelling terms that will motivate his team to follow him into the thick of the fray, be it the floor of the New York Stock exchange or into the last quarter of the year where the sales figures will determine whether the organisation sinks or swims.

Is the ability to communicate convincingly an inborn trait? History would lead us to believe otherwise. According to folklore, Demosthenes was the most famed of Greek orators whose first attempt at public speaking earned him the derision of his peers for his efforts (Horne 2007). Through dedication and the proper tutelage, he overcame a speech handicap and eventually became a voice that all of Greece respected. In the modern world, the abundance of voice coaches and public speaking training material points to the fact that excellent communication skills can be learnt.

In addition, as organisations continue to grow in size and staffing, an increasing amount of the intra-organisational communication is written and no longer verbal. CEOs communicate their vision and the company’s direction to the entire staff via written emails. Though some critics may maintain that good communication skills are inherited, it is unlikely that even the strongest proponents of this view will believe that the ability to type concise emails is an inborn talent.

Another important leadership trait is passion; passion is infectious and galvanizes those around you into pouring their energy into the goals you have set. It is obviously apparent that some people are naturally more passionate than others and this is inarguably an inborn personality trait.

As a leader however, you are not required to be passionate about every single thing; you however must be passionate about your job, your organization and the objectives you have set. In the book ‘Who Am I; The Quest for Entrepreneurial Identity’, Charles Y. Murnieks states ‘... entrepreneurial passion is significantly related to the setting of proximal goals’ (Murnieks 2008). This suggests that any leader who is fiercely committed to a goal inadvertently becomes passionate about it.

Goal setting and focus is a trait that can definitely be taught and is the precursors to the passion that a great leader needs. On the other hand, being a passionate person in a general sense is no guarantee of great leadership. On the contrary, passion that is not built on predetermined goals may lead to emotional decisions which could destroy an organization.

A third important leadership trait is courage. In the course of running an organisation, a leader must have the courage to take decisions that could either make or break that organization. Whether it is choosing the sectors to invest businesses capital in or selling off an ailing subsidiary, his courage will constantly be put to test. He must also have the courage to face his staff with candour and give unpleasant feedback to an employee who may not be pulling his weight.

A study by Daniel Goleman surprisingly revealed that fearlessness, amongst others, is often an inherited trait (Goleman 1986). It appears that some children are born with a higher threshold of fear and risk aversion than others. An insensitivity to fear however does not necessarily make a courageous leader.

In the article ‘The Meaning of Courage’, Richard Zinbarg states ‘In my view, however, we cannot be courageous or strong in situations in which we have no fear or anxiety whatsoever’ (Zinbarg 2010). Courage is the quality of mind or spirit that enables a person to face difficulty, danger, pain, etc. despite anxiety or fear’ (Rachman 1978).

This thus means that the quality of courage which one needs to have to be an effective leader is not ingrained at birth, but rather is developed over time by the habit of constantly facing ones fears. Many leadership training organisations teach this trait with rock climbing or mountain climbing exercises, which will gradually help the students face down their fears and take challenges head on.

The military also recruit young men and women into their ranks and through trainings, exercises and exposure to real armed conflict situations, gradually shape them into courageous combat ready soldiers. This is perhaps one of the reasons why the American people had until recently only voted ex-military political candidates into office; they naturally believed that these men would have cultivated the traits of strength and fearlessness during their time in the military. Integrity is another important attribute of a good leader.

The Merriam-Webster Dictionary defines integrity as the ‘firm adherence to a code of especially moral or artistic values (Merriam-Webster n. d. ). Are some people born with integrity whilst others are born with a propensity for deceit and inconsistency? Research shows that children growing up are prone to adopt the moral code and values which their models exhibit from birth to about the age of 7, when they begin to observe and appraise the results of actions on subjects as well as the attendant repercussions.

They then begin to form their own value system which continues to be shaped throughout their lives (Thomas 1993). Integrity is a learned attribute and leaders can therefore not be born with it; it is an acquired trait. A review of the biographies of great leaders often refer to defining moments in their lives where experiences occurred that shaped and defined their moral codes for the rest of their lives. One of the greatest examples of this is the story of President Abraham Lincoln, fondly known as ‘Honest Abe’ by the people of America.

He exposed himself at a very early age to character moulding literature that extolled the virtues of integrity and individual struggle, thereby internalising the accounts of other great men and consciously adopting their moral codes (Carwardine 2003). The mere fact that peer pressure, lack of a proper family structure and environmental/ community factors have been identified as three of the main contributing factors to teen crime (Muhammad 2008) establish that integrity or the lack of it is a learned behaviour and not an inherited trait.

This is one of the reasons why juvenile corrective authorities always seek foster parents for adolescents whom they perceive to be in danger of being corrupted by their society. The human race has made exceptional leaps in the past century on numerous frontiers; medicine, law, science, technology, and most of the other endeavours we have focused our mental energy and resources on. In the business world, the number of registered companies (either with physical or virtual offices) is rising quickly and with it the portfolio and profile of its owners and managers.

The leaders of these advancements and breakthroughs did not let questions of their genetic predisposition to leadership deter them from achieving the feats they have accomplished. Proposing that leadership is a birthright and therefore the exclusive right of a privileged few would be encouraging scores of people to abdicate their natural duty of being the best version of themselves they possibly can, encouraging them to ignore the plethora of opportunities to lead and make a difference, encouraging them to give up at the first sign of difficulty.

The last and arguably the most important trait of a great leader is faith; faith in his ability to lead his team and actually make a difference. It is only by understanding that great leaders are made and not born that we can have the faith to put ourselves through the gruelling process it takes to shape our minds and bodies, and thereby become the exceptional leaders that we all can be.

• Carwardine, Richard. Lincoln. London, 2003. Colleen, Sharen. “Leaders are Born not Made. ”
• Thinking is Hard Work, 2012. Goleman, Daniel.
• “New York Times. ” New York Times, 2 December 1986. Horne, C. F. Heritage History. History Curriculum Homeschool, 2007. Merriam-Webster. “Merriam-Webster Online Dictionary. ” http://www. merriam-webster. com/dictionary/integrity. Muhammad, Ali. Youth Crime;
• Causes and Remedies. 2008. Murnieks, Charles Y. Whom Am I; The Quest for Entrepreneural Identity. 2008. Parks, Sharon Daloz. “Leadership Can Be Taught: A Bold Approach for a Complex World. ” 2005:
• Rachman, Stanley. Fear and Courage. 1978. Thomas, Laurence. Morality and Psychological Development. Basil Blackwell Ltd, 1993. Zinbarg, Richard. The Meaning of Courage. 2010.

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Leadership: a journey of growth, not a stamp of birthright.

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Jeremy Bradley-Silverio Donato, COO at Zama .

We’ve all heard the phrase, “Leaders are born, not made.” But in my years as a C-level executive, I’ve found that this represents a rather deterministic viewpoint about leadership, suggesting that the potential for leadership is an innate quality, somehow predetermined.

This notion, however appealing it may be, does not necessarily hold true in many cases. While some individuals may naturally exhibit certain characteristics that make them better suited to leadership roles, the art and science of leadership can be developed and refined through education, experience and intentional practice.

Debunking The Myth

In debunking the myth of the born leader, it's essential to understand what leadership truly entails. Leadership is not merely about the exercise of power or the ability to inspire and influence others but also about making decisions, taking responsibility, managing resources and cultivating relationships. These skills and competencies are not always inherent but are often acquired through continuous learning and experience.

The belief that leaders are born negates the impact of various environmental factors and life experiences on leadership development. Often, people become effective leaders as they confront different challenges and situations that demand resourcefulness, resilience and adaptability. These experiences act as a crucible, forging the raw elements of potential into the tempered steel of true leadership.

Transformational Leadership

Transformational leadership is the idea that managers can mentor and motivate employees to cultivate fresh ideas and novel approaches that advance a company’s trajectory. The model of transformational leadership further challenges the idea of "born leaders." A transformational leader motivates and inspires followers to exceed their self-interest for the good of the organization.

This kind of leadership relies heavily on emotional intelligence, which includes self-awareness, self-regulation, motivation, empathy and social skills. These are attributes that can be learned and honed over time, irrespective of one's natural predispositions.

In fact, leadership development programs worldwide are based on the premise that leadership skills can be nurtured. These programs incorporate various methods such as coaching, mentoring, leadership exercises and case study analyses, all aimed at enhancing a person's leadership qualities. If leaders were only born, all of these programs would be irrelevant and ineffective.

For instance, research conducted by the Center for Creative Leadership (CCL) found that experience, learning agility and leadership potential are more valid predictors of successful leadership than personal characteristics alone. Their findings suggest that with the right opportunities and motivation, people can develop the necessary skills and competencies to lead effectively.

Even naturally talented leaders need to refine their abilities and acquire new skills to stay effective in changing contexts. The rapid evolution of the business landscape, fueled by technological advancements, socioeconomic changes and now, the post-pandemic realities, necessitates a continual update of leadership strategies and approaches. No leader, no matter how naturally gifted, can rest on their laurels.

History As A Guide

History is full of examples of successful leaders who were not born into leadership but grew into their roles. Leaders like Abraham Lincoln, Nelson Mandela and Mahatma Gandhi experienced many failures and setbacks from which they learned valuable lessons that honed their leadership skills. They were not born leaders but became great ones through their lifelong learning and resilience.

Indeed, certain inherent qualities may make leadership come easier for some people. But these qualities are not the sum total of leadership; they simply provide a foundation upon which further development can occur. It is through the interplay of personal traits, learned skills and experiences that effective leaders are forged.

So, while some individuals may have a head start in leadership due to their natural dispositions, I believe asserting that leaders are born and not made is an oversimplification of the complex, multifaceted nature of leadership.

Instead, leadership is both a natural talent and a cultivated skill, a dynamic balancing act between inherent qualities and acquired competencies. Whether one is born with certain leadership qualities or not, it is the commitment to continuous learning and adaptation that shapes great leaders. Leadership, in its essence, is not a birthright but an ever-evolving journey.

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Leaders are Made, not Born

 This paper seeks to defend the proposition that leaders are made not born[1] first by defining and understanding the concept of leadership, including an analysis the factors or elements for its existence as well as the theories that would explain their origin, the leadership models that would explain the behavior of the leader and the attributes of the leader which may not just come naturally but product of discipline and decision on the part of the person making the choice as a leader.Defining what is leadership may things clearer at the start.

   Leadership may be viewed as a process by which a person influences others to accomplish an objective[2] and directs the organization in a way that makes it more cohesive and coherent. The person influencing is called the leader who carry out this process by applying his or her leadership attributes, such as character, knowledge, skills, beliefs, values and ethics.[3] It may be argued that a manager or a supervisor may give one the authority to accomplish certain tasks and objectives in the organization, but said manager or supervisor is not necessarily a leader. Being a boss is not leadership for the later makes the followers want to achieve high goals, rather than just giving orders to be complied with.

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A good way to prove that a leader is made and not born is to look at the present leadership theories.   Bass’ theory of leadership[4] enumerated the three basic ways to explain how people become leaders to include Trait theory, Great events theory and Transformational Leadership Theory. He explained the Trait theory as one where some personality traits may lead people naturally into leadership roles. Although it sounds that a leader may have genetically got his or her natural disposition to lead the same it’s not enough as conditions and circumstances of leadership situations could not be like argued to a matter determined by birth.

Thus Bass[5] rightfully stated his second theory called, Great Events Theory, where he argued for the need for a crisis or important event to possibly cause a person to rise to the occasion, and thereby produce the extraordinary from the ordinary in term of leadership qualities  Given that events is not a function of choice but a function of environment, it becomes logical to invoke this third theory called, Transformational Leadership Theory, where people can now make a choice to become leaders. Choosing therefore to become a leader requires the learning and acquisition of leadership skills.There is good ground to assert that leaders are made and not born.  It is easier to believe that good leaders are made not born.

If one has the desire and willpower, one can become an effective leader. It can be proven that a good leader develops through a never ending process of self-study, education, training, and experience, hence becoming a leader is a process and not given as a birthright.It is not easy to inspire one’s workers into higher levels of teamwork, unless one must know what to do. It could be argued either the person who inspires need to born first.

To argue that the leader must be born is to say that the characteristic of that leader is something genetic and therefore he or she need not learn the art of leadership.  A leader therefore does not come naturally, but he or she needs to acquire through recurrent work and study what he or she needs to sway people. Since conditions change a good leaders must repeatedly work and study to get better his/her leadership skills and resisting on his or her laurels is simply not an option.Before a leader becomes an issue, there must be factors creating leadership.

Since it is earlier defined that leadership is a process, there are elements or factors to check the existence of leadership that will produce the leader. Hence the four major factors in leadership which includes the follower, the leader, the communication and the situation. Psychology supports the theory that there are personality differences for various individuals and hence there are as varies followers as there are personalities. These difference personalities of different people would require different styles of leadership.

This could be illustrated by the fact that a newly hired employee would required more supervision than an experienced employee, thus leadership must fill in the situation.  In another example,   a person may lacks motivation which would also need a different approach than one with a high degree of motivation. Thus knowing one’s people is the secret of a good leader and this requires a good knowledge of human nature, such as needs, emotions, and motivation. If there are not followed there is no need for leaders.

Since followers have the need to be led, leaders need to have knowledge about their followers this will cause the leaders to be made not to be born.There is a requirement for a leader.  A leader is the main character of this paper hence he or she must also be present. He or she may come from those who felt the need that seeks the opportunity better than a mere follower.

He or she therefore rises to the occasion. They are therefore required to have a honest understanding of who they are, what they know, and what they can do. It must be made clear that follower is first mentioned ahead of the leader since, this paper believes that it is the followers, not the leader who will have a say if a leader is successful. The followers lack of trust or lack confidence in their leader will cause their leader to be uninspired, thus the requirement of success is for the leaders to convince their followers, that they are worthy of being followed.

What links the followers and the leader is the two-way communication, which is predominantly conducted in a nonverbal manner such that event setting the example to the follower is already communicating to his or her people since it is presupposed that the leader would not ask his or her followers to perform anything that the said leader would not be willing to do. The critical issues in communication include what information will each party will have to tell and what to withhold including the manner of communication since these issues could either make or unmake he relationships between the parties.To complete the factors, situation must be there.   Situation means the occasion or event causing the need hence most often each situation is different.

What the leader does in one situation will not always work in another. He or she must use his or her judgment to decide the best course of action and the leadership style needed for each situation. This may involve the need to confront an employee for inappropriate behavior, but the same must be done with wisdom and correct timing.Since leaders are made, then everybody can become a leader and there are models of leadership to explain them.

 These leadership models explain what makes leaders act the way they do. It must be made clear that every situation calls for a different approach or behavior to be taken.  Bolman and Deal[6] used the Four Framework Approach, to explain that  leaders display leadership behaviors in one of four types of frameworks which they named as either structural, human resource, political, or symbolic. They explained that the style can either be effective or ineffective, with due consideration on the chosen behavior in certain situations.

Under the structural framework, where there is an effective leadership situation, Bolman and Deal[7] posited that the leader is a social architect whose leadership style is analysis and design, while in an ineffective leadership situation, the leader is a petty tyrant whose leadership style is details. Under the human resource framework, where there is an effective leadership situation, Bolman and Deal explained that the leader is a catalyst and servant whose leadership style is support, advocacy, and empowerment. While in an ineffective leadership situation, the leader is a easy target, whose leadership style is abdication and fraud. What makes this model unique is its belief in people who can communicate,  are visible and accessible hence empowerment and increase participation is possible.

Under the political framework, where there is an effective leadership situation, Bolman and Deal[8] explained that the leader is an advocate, whose leadership style is coalition and building, while if there is an ineffective leadership situation, the leader is a hustler, whose leadership style is exploitation. They explained that there is clarification of what political leaders want and what they can get, hence there is an assessment of the distribution of power and interests and building of linkages to other stakeholders. Under the symbolic framework, where there is an effective leadership situation, Bolman and Deal[9] explained that the leader is a prophet, whose leadership style is imbued with inspiration. While in an ineffective leadership situation, the leader is a fanatic or fool, whose leadership style is smoke and mirrors.

After knowing the different models, the necessary attributes of leader must be existing to show that leaders are really made.   A leader can be trusted, then those around him or her will grow to respect the said leader. Hence the following attributes are necessary. He or she must a professional to be capable of being loyal to the organization, performing selfless service and taking personal accountability.

 He or she must possess good character traits as honesty, competence, candor, obligation, integrity, bravery, frankness, imagination. He or she must know the four factors of leadership, which are the follower, leader, communication, and situation. The leader must have self-knowledge, must know human nature as may be related to human needs, emotions, and how people respond to stress. He or she must know his her job to be proficient enough to be able to train others in their tasks.

He or she must know his or her organization, its climate and culture, and must be able to pinpoint the unofficial leaders. He or she must be able to provide direction as may be found goal setting, problem solving, decision making and planning. He or she must be able to implement decisions and must be able to motivate his or her followers.It may be concluded that leaders are made because of the felt need to address a need as demanded by situations.

Situations are not always intended and if they are not intended, they do create need or opportunities for an organizational action to accomplish the objectives. Organizational objective therefore presupposes leadership[10] hence a leader is made when circumstance of needs is created. Leaders do not get born to find or lead the followers. Leaders may come from the group who felt the need for decision and action which entail finding his or her common grounds with his or her followers.

The proofs that leaders are made can be seen in leadership models that have been used to explained the behavior of the leaders and under the different frameworks. The authors of these model never have spoken that leaders where born to follow the models. Said models are making an assumption of how the leader behaves under different conditions which are created by situations independent of the will of the leader or somebody who has been predetermined  to be the leader that will be borne to handle the situation. Bass[11] clearly explained in the Trait theory where some personality traits may lead people naturally into leadership roles but subject to external conditions or situation,   in the Great Events Theory which necessitate an important event to cause a person to rise to the occasion and the Transformational Leadership Theory, where people can choose to become leaders.

Leadership is the behavior where one must take responsibility[12] for his actions and their consequences. It is command coming from the inside of the person about the need to take charge and hence the decision would require actions to acquire training   and additional knowledge particularly knowing people in order to attain the desired objectives. It is also a challenge to assume responsibility for the guidance of others. It is also the difference between wanting to have success and failures.

 It is value for those who belief that man is the authors of humanity’s destiny.;Works Cited:;;Bass, Bernard (1989). Stogdill’s Handbook of Leadership: A Survey of Theory and Research. New York: Free PressBass, Bernard (1990).

From transactional to transformational leadership: learning to share the vision. Organizational Dynamics, Vol. 18, Issue 3, Winter, 1990, 19-31Bolman, L. and Deal, T.

(1991). Reframing Organizations. San Francisco: Jossey-Bass.Clifton, J.

,  A Conversation Analytical Approach to Business Communication: The Case of Leadership; The Journal of Business Communication, Vol. 43, 2006Leadership Development Center, What is Leadership?, 2006 {www document}  URL http://www.virginia.edu/ldc/leadership.

html, Accessed November 24, 2007Magnuson, E. Creating Culture in the Mythopoetic Men’s Movement: An Ethnographic Study of Micro-Level Leadership and Socialization; The Journal of Men’s Studies, Vol. 15, 2007Melohn, Tom, The New Partnership: Profit by Bringing Out the Best in Your People John Wiley and Sons, Published 1996Wee, D. , Knowledge Worker Exchange , Concept of Leadership, 2007 , www document}  URL http://web.

kwx.com.my/kwx/asp/articles02/articles_view00.asp?strID=24, Accessed November 24, 2007[1] Melohn, Tom, The New Partnership: Profit by Bringing Out the Best in Your People John Wiley and Sons, Published 1996[2] Wee, D.

, Knowledge Worker Exchange , Concept of Leadership, 2007, http://web.kwx.com.my/kwx/asp/articles02/articles_view00.

asp?strID=24[3] Leadership Development Center ,August 21, 2006, What is Leadership? {www document}  URL http://www.virginia.edu/ldc/leadership.html, Accessed November 24, 2007[4] Bass, Bernard (1989).

Stogdill’s Handbook of Leadership: A Survey of Theory and Research. New York: Free Press; Bass, Bernard (1990). From transactional to transformational leadership: learning to share the vision. Organizational Dynamics, Vol.

18, Issue 3, Winter, 1990, 19-31[5] Bass, Bernard (1989). Stogdill’s Handbook of Leadership: A Survey of Theory and Research. New York: Free Press; Bass, Bernard (1990). From transactional to transformational leadership: learning to share the vision.

Organizational Dynamics, Vol. 18, Issue 3, Winter, 1990, 19-31[6] Bolman, L. and Deal, T. (1991).

Reframing Organizations. San Francisco: Jossey-Bass.[7] Bolman, L. and Deal, T.

(1991). Reframing Organizations. San Francisco: Jossey-Bass.[8] Bolman, L.

and Deal, T. (1991). Reframing Organizations. San Francisco: Jossey-Bass.

[9] Bolman, L. and Deal, T. (1991). Reframing Organizations.

San Francisco: Jossey-Bass.[10] Clifton, J.,  A Conversation Analytical Approach to Business Communication: The Case of Leadership; The Journal of Business Communication, Vol. 43, 2006[11] Bass, Bernard (1989).

18, Issue 3, Winter, 1990, 19-31.[12] Magnuson, E. Creating Culture in the Mythopoetic Men’s Movement: An Ethnographic Study of Micro-Level Leadership and Socialization; The Journal of Men’s Studies, Vol. 15, 2007

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'Leaders are Born, Not Made' Essay

Published Date: 23 Mar 2015 Last Modified: 10 Jan 2018

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Assignment Topic-2:

'Leaders are born, not made'. Discuss the statement with reference to leadership framework currently in us in organisations.

Introduction:

The establishment of relationship between followers and leaders that focus on real changes and outcomes that reflects through shared purposes is basically leadership. Leadership also involves in creating change not only in maintaining status quote. Another leadership important feature is to bring people and make them understanding to come together around a common vision and to bring change about desired future. In many aspects, the importance of leadership is vital without it families, communities and as well as organisations would go down apart. In other sense, the way of improving efficiency, morale, customer service and performance is the critical aspect of leadership. It is also essential for the organisations to handle critical situation and lead that effectively and only a good leader with good leadership ability can lead team successfully. There are different styles of leadership basically it is way the person deals with that in order to stay alive in his or her position. These are authoritarian, democratic and laissez-faire. In authoritarian leadership style, leader holds all the power and responsibilities. In this style, employees are assigned to specific task by the leader and expect to get it done orderly. In laissez-faire leadership style, leader gives power to employees. There are two or more alternative decisions taken by leader, employees can choose any of them from there it depends up to them. In democratic leadership styles, leader gives more importance on employees and tries to encourage them and shows attention to individuals.

Current structure of leadership:

A good considerate of leadership requires a gathering of ideas and we regrettably cannot fallback on a simple theory to explain it. We will have to discuss that how leadership can fit within the organisation instead of engaging in conversation. The organisations have a structure to work form through reaching an agreement about leadership. Organisation must have to be comprehensive for everyone to become a leader. Leader's need to be relational, it would only be possible because of the reason there is a 'spiritual' side to leadership. Leaders must have strong spiritual convictions and beliefs to establish a base for their personal value systems. This translates into relinquishing one-self to others and it works best when the leader is compelled to work on things that represent his or her deepest values. These values can be moral - based on values that are outside the organization or ethical - values within the organization. Therefore, leaders must be very much grounded in dealing with values -struggling with a tension between change and stability - what works and what does not work.  [ 1 ]  

Arguments in support of 'Leader's are born not made':

Historically there are many leadership approaches that linked with different theories of leadership. It can be discussed through nature verses nature deliberate. The Great man theory and Trait Theory represented the best nature argument related to above statement.

"Great Man" theory of leadership:

1900's: This is the earliest theories of leadership. At that time most of the researchers believed that 'leaders are born, not made'. In Great Man theory, describes that the main secrets of a great leader lies in being born great. It gives importance on the study of all the great leaders who were great, may be they are from aristocracy or from the lower classes but they had the opportunities to lead. By finding out those people who did great things such as Nepolean, Hitler, Curchill if we go further back then Lord Krisna, Gesus and Hazrat Mohammad were very easy to point out them. According to 'Great Man' theory, it considers that leaders must have inherent capacity for leadership that leader's are born not made. This theory often depict great leaders are brave, mythic and intended to rise leadership when needed.

Leaders must have some qualities like good commanding power, cleverness, good character, courage, self-possession; fierceness and expressiveness by born that can't be possessed through learning or through particular taught programmes.

Trait Theories of Leadership:

1900's-1940: Trait theories are similar to "Great Man" theories in some ways. It assumes that leaders must possess general traits or personal features that they get by born and common to all and create them better matched to leadership. In Trait Theory of leadership just tried to find traits of well-known leader that were frequent. Sometimes Trait theories recognize exacting personality and behavioural features shared by leaders. This approach was based on the scheme that is individuality and personal intrinsic worth that distinguish successful leader form everyone else. In 1994, Yukl conducted research on traits and skills and linked to organisational effectiveness. These were: energy and pressure patience, self-possession, inner locus of control, emotional maturity, worthiness, supremacy inspiration, reaching orientation, need for affiliation.

Arguments opposite to Leader's are born not made:

The other leadership theories explain social and contextual perspective like Behavioural Theories, Situational Theories, and Normative theories, transactional and transformational Theories. The Behavioural theories assume that leaders are made not born. Mainly Behavioural theory focuses on leader's action not upon internal state and mental qualities.

Behavioural Theories of Leadership:

In this theory mainly focus on behaviour of leaders in the direction of the followers and this became a leading mode of leadership approaching within the organisation. Diverse patterns of manners were grouped together and categorized as styles. These activities of management through training became very famous. Basically these styles are-

Task concern: Here leaders give important on objectives accomplishment through high level productivity, and ways to manage people and activities for achieving those objectives.

People concern: Here leaders focus on their followers as people - what their needs, interests, what their problems, how it can be development and so on. They are not simply units of production or means to an end.

Directive leadership: This style is considered by leaders make decisions for others - and desiring all the followers or subordinates will pursue that directions.

Participative leadership: Here leaders take part in decision-making by sharing among others. (Wright 1996: 36-7)

Situational Theories of Leadership:

In situational theories of leadership gives more importance on the different situations like where the task to be accomplished, fit surrounded by personalities, power and perceptions. Effectiveness of leadership relies on those situations. These situational theories are also called Contingency theories because this Theory is reliant upon the requirements or the status of the situations.

The Hersey Blanchard Theory:

This situational theory developed by Paul Hersey and Kenneth Blanchard and it focuses on activity and operational environment of the organisation. Their main approach was that followers will always get favour from the leader about their willingness to do the job. In this approach leaders have to understand about the followers properly and have to identify their stage of development and according to that apply the leadership style. With taking help from Ohio State studies and develop four leadership styles that is available for managers-

Directing or telling

Coaching or selling

Participating or supporting

Directing or telling: Job responsibilities is defined by the leader and inform to followers about when to do that and where to do it and how can it be done.

Coaching: It's a two way communication here leader gives supportive direction to followers and sometimes ask for ideas or suggestion from followers as well.

Supporting or participating: The leader and follower share in decision accordingly to achieve a maximum values like what will be the best to compete with high worth job

Delegating: Followers get little support from the leaders.

Implications of this theory: one problem is that it does not matter how hard leaders try but they are against to change from one style to another.

Supportive behaviour

Directive behaviour

Figure: Different styles

1960's-70: In Contingency/situational theory argues-what leaders perform that can be determined by that situations and that behaviors must be related with that environmental situations in hand. A good situational leader can only apply different leadership styles with the changing situations. The best action taken by the leader depends on of the leader depends on a range of situational factors. How the model works simply to achieve results:

Identification of detailed job and task

Asses present performance

Corresponding leader response

Different leadership styles could influence by the wide range of variables depending on the different environmental situations and it creates an impact on leader behaviour, in which leader can function. There are some critical contingencies like organisational volume, complexity in task, maturity of worker and so many others. According to situational theory, situational factors are limited and vary according to that contingency and specified behaviour of leader can only work in certain kind of situations not for all.

There are three most prominent theories of contingency-

Path-Goal theory

Feidler's Contingency theory

The Vroom-Yetton's model

Path-Goal theory:

In this theory according to House; 1971: mainly focus on leader's motivational function and it can be enhanced by increasing individual payoffs to subordinates for work goal achievement, gain personal satisfaction by escalating opportunities. According to these theories key occupier is that the effectiveness can be measured through the behaviours of different leaders that will be influenced by situational variables.

Fiedler's Contingency theory:

In 1971, Feidler proposed clarification on that how group performance can be affected through the relations of leadership orientation, group setting and job characteristics. Leader's situation can measure though various extents like relationships between leaders and members, structure of job and position power.

The relationship between leader and member: This refers to how the leader is liked by the group members. When good relationship exists between leaders and members then all are get high satisfaction in work and organisations values is achieved through individual values. If the relation is going badly then there is lack of common trust. Another important term group cohesiveness, it is very difficult to make all the employees work together when it low.

The Vroom-Yetton's model of leadership:

This model is widely used in the development of leadership in corporate centre and also gets enough support from practitioners. The most important aspects of this model is that legitimates both the autocratic and democratic leader behaviour and matching that is suitable in meticulous situations. This model also provides fruitful information about what would be the perfect time of using groups or opposed to personality decision making.

This model has some limitations like leaders are always have to take decision in choosing of leadership styles, it considers each decision in term of situation but it does not depend on previous factor.

Transactional Theories:

This approach of leadership was most popular at that time and this is defined by Gibson, Ivancevich and Donnelly. It has some similar features with situational theories. It's a kind of leadership where leaders find out what the need of followers to achieve organisational performance as a means of rewards. In this theory has several assumptions like it motivates people through reward and get punishment for the cause of mistakes, followers know what they have to do according to direction for the purpose of getting rewards. Sometimes they use management by exception techniques. The transactional leader sometimes use Path-Goal theory as a framework but leader take all the responsibilities for setting goals, mission for gaining effectiveness.

Transformational Theories:

Followers are motivated and inspired by the transformation leaders and to achieve results more than desired. This is the most recent theories of leadership. This leadership ability based on different personality factors like charisma, person attention and rational recreation. There are several effects of transformational leadership defined by Bernard Bass and Bruce Avolio (1994) .These are as follows:-

Motivating others to involve them in work from new perception

Consciousness about what the mission of the organisation, developing ability of other's to achieve performance at exceeds level, involved in determining the benefits of the organisations by motivating the beyond their attention as they could have., theory x and theory y of leadership:.

In 1960, Douglus and McGregor described this leadership theory that the activities of leaders are based on their thinking and considerations about the individuals at work. He also described the behaviour of leaders in two contrasting sets of bliefs.These are theory X and Theory Y.

The assumptions of Theory X:

Average individual do not like work and avoid if they can, individual need to keep pushing for achieving desired objectives by directing, controlling and threatening through giving punishment, this approach can take actions, the assumptions of theory y:, people will work in their own responsibilities and control according to how they are committed., in common people have some qualities like creativeness and imaginativeness, the average individuals are not only accepted but look for objectives., charismatic leadership:.

This theory is defined by Max Weber and mainly focuses on leader's charismatic characteristics. Through these characteristics leaders influence the followers and they can change anything. It is not possible to access these qualities by ordinary people generally they are extraordinary. They are like magic leaders they got special power to handle complex situations.

Leadership models:

Leaders how they act and the way how they do that can be understood by the help of Leadership models. There are two models: the Four Framework Approach and the Managerial Grid.  [ 2 ]  

Four Framework Approach

In the Four Framework Approach, Bolman and Deal (1991) propose that leaders exhibit leadership behaviours in one of four types of frameworks: Structural, Human Resource, Political, or Symbolic.

According to this model, leaders can be place into one of these four different frameworks and there are times when one approach is proper and times when it would not be. It also describes that styles may either efficient or inefficient depending on situations. It would be better not to rely on one of the four different approaches. It can explain by an example, for the period of major organisational change; Structural leadership style is more preferable than symbolic leadership style; when an organisation need strong growth at that time symbolic approach is far better than structural approach. So we need to be aware about using these approaches and its limitations.

Structural Framework

In structural framework, leaders are focuses on arrangement, strategy, environment, execution, experimentation, and alteration. It also describes the leaders as a social architect and their leadership is design and analyse.

Human Resource Framework

In human resource framework describes the effectual circumstances of leadership; the leader is a vehicle and servant whose leadership style is sustain, advocating, and empowerment. In other ways for an inefficient condition of leadership, the leader is a soft touch, whose leadership style is abandonment and deceit. Human Resource approaches leaders have faith in people and share their belief; they are perceptible and available; they empower, increase involvement, support, share their information, and move in decision making along into the organization.

Political Framework

In political framework, the leader is a campaigner, whose leadership style is alliance and building which best describes an effective leadership situation. In a useless leadership situation, the leader is a hustler; leadership style of leader is manoeuvring. Political leaders make clear what they desire and what they can get through assessing the allotment of power and interests; they assemble linkages to other stakeholders, use wiles first, and then use negotiation and oppression only if necessary.

Symbolic Framework

In symbolic approach gives priority on leadership style that leaders use for inspiration as an efficient situation. In other sense of inefficient leadership situation is leaders are fool and their styles of leadership is like smoke.

Managerial Grid

In 1985 according to the Blake and Mouton Managerial Grid, also recognized as the Leadership Grid describes two axes. Vertically it describes concern for people and horizontally describes concern for task. Both of these axes have range from 0 to 9.

Majority of people plunge somewhere close to the centre of the two axes - Middle of the Road. People can notch up on the extreme end of the scales by going to the extremes. There are four types of leadership styles by reaching to extremes; that is,

Authoritarian - strong on everyday jobs, puny on people related works

Country Club - strong on people related works, weak on everyday jobs

Impoverished - weak on everyday jobs, weak on people related works

Team Leader - strong on everyday jobs, strong on people related works

Authoritarian Leader

People who get this ranking are very much task related and are rigid on their workers. These types of leader always expect people to get work done about what they exactly said with no issue or debate.

Team Leader

These types of individual lead positively and influence all the team members to reach in highest potential, both as team members and as people. They encourage the team to reach team goals as efficiently as potential, while also working diligently to make stronger the bonds between the various members. Productive teams are lead by them successfully.

Qualities of people in leadership positions:

There are three levels of leadership positions in an organisation. These are strategic level, operational level and team level. A good leader should possess some good qualities to handle this position effectively and tactfully. These are as follows:-

Good character

Good personality.

Self confidence-this will help them to identify subordinate's talent basically that will help the business to go up

Good communication capability- it is very important for any business to run effectively without this it is impossible

Good learner-it will help them to develop

Risk taking ability, problem solving capability, relationships-this qualities need to maintain positive relationship in all areas, creative minded-this qualities help them to bring any change when there is esteem needs in order to sustain in the business for achieving high level of success, positive attitudes, servant leadership-decision making ability through considering the opinion attractiveness with business vision by stimulating the followers, good motivation power, leadership development initiatives:.

There are several practices which describe the best leadership development initiatives.

Firstly, the good commitment between top leaders and managers and be highly regarded, associated with business strategy and resolute on the right business issues. Secondly, through the identification of successful leadership competencies. Thirdly, leadership development is more important than training of management. If leaders are effective in organisation then all levels of people in organisation steered up. Fourthly, need to apply leadership all levels of management. Fifthly, leadership development programme must include ongoing approach like assignments for development, meetings with overseas counterparts, case studies etc. Finally, the successful incorporation of talent management.  [ 3 ]  

Examples of Starbucks company leadership:

In the history of Starbucks growth Howard Schultz was the greatest leader. In 1982, when Starbucks was going to decline after introducing in the market. At that time Howard Schultz was get appointed as a new CEO for Starbucks and accelerated the whole to become a global brand worldwide. In my opinion he just transforms everything within a short time. He made people understand that selling a cup of coffee in Starbucks is a lifestyle familiarity, unlike any other café. He applied leadership contingency approach to make changes in organisational settings. Under Schultz's leadership, the company has achieved a number of milestones. Starbucks was one of the first privately held companies in North America to offer two unique benefits to its partners (employees). He mainly focused on customers and made them understand their needs.  [ 4 ]  

Conclusion:

At the end we can conclude by summarising on that 'leaders are born, not made'. In early age of Leadership they thought that leader should posses some special talent in born. That cannot be possessed through learning, or developed though training. They didn't consider the positions as well as they were only born to lead. In current research on leadership focused on the personality trait of leader that should have. Now in our organisation all the leaders are well educated and properly trained. They have got the knowledge to handle the critical situations. Currently in compared to corporate sector, Most of the organisations now focusing on main diversity initiatives and it can tackle through behavioural approach of leadership. These diversity initiatives can only be implemented through behavioural approach in todays or tomorrow's in the organisations. The quality of the leader is very important. The success of the company is fully depending on the good quality of the leader.

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