essay on leader are born not made

Leaders Are Born, Not Made Essay

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The trait theory

Traits do matter, is leadership necessary.

Leadership is among the most sought-after traits today. Increased competitiveness in political, social, and economic sectors has raised the need to have capable persons to lead others. Leadership can generally be defined as creating a way for a group of people to achieve something extraordinary (Kouzes & Posner, 2007). The main question, however, is whether leaders are born or made. Choosing any of the two options would bring obvious disagreements and contention from the society; on one hand, if leaders can only be born, then the world can only have a certain number of leaders at any one time, limited by the occurrence of leadership traits. On the other hand, if leaders are made, then in the proper environment, anybody can become a leader; and thus everyone has leadership potential within him/herself.

The debate regarding the origin of a leader has been long and controversial. The idea that great men are born is not new. This was a very popular opinion in the 19 th and early 20 th centuries. In that era, bloodlines were very important; and the consensus was that certain families, usually from the upper class tended to produce leaders for various sectors ranging from political and business, to religious and academic (Kirkpatrick & Locke, 1991; Spillane et al, 2006). This line of thinking is the predecessor of the trait theory, the first academic theory on leadership.

This theory suggests that persons with certain traits tend to become leaders, based on their personality or psychological conformation. As such, key traits are identified as being key in allowing someone to ascend to a position of leadership; these include drive (a broadly meaning achievement, motivation, ambition, energy, tenacity, and initiative), leadership motivation (the desire to lead but not to seek power as an end in itself), honesty, integrity, self-confidence (which is associated with emotional stability), cognitive ability, and knowledge of the business. Other traits such as charisma, creativity, and flexibility were identified as being supported by little empirical evidence (Kirkpatrick & Locke, 1991).

The trait theory has moved away from the idea that great men (and women) generally tend to come from certain families. Indeed, leaders have been shown to emerge from the lowest of the social classes and go-ahead to change their situation and that of the world at the same time. As such, it would be safe only to assume that leadership traits are not hereditary; and the possessing of certain genes does not automatically confer leadership qualities to an individual. However, the general principle remains the same; that traits do matter.

It would be fallacious to suggest that people with a specific set of traits automatically become leaders; indeed, something else had to be added to these traits to transform a follower into a leader. Indeed, different traits are useful in different contexts of leadership. As such, a military leader may not perform as well in a corporate setup; and vise versa. As such, a person carrying the trait would have to make deliberate and specific actions towards achieving what s/he desires for him/herself and the groups s/he is in; such include setting goals and having a vision.

It is, however, prudent to acknowledge that given the same kind of situation and the same amount of resources, different people achieve different things. On one hand, some exhibit relative or complete failure while others excel even with limited resources. As such, it is safe to assume that leadership requires a trait prerequisite mindset or behavior pattern; but is not entirely dependent on it. For example, in the face of imminent failure, different people would react differently; some would tend to give up and retreat while others may decide to forge ahead and handle the fallout when the situation is over. The decision to give up would be determined by the person’s tenacity or determination; such are the traits that would designate a person as a leader (Vroom & Sternberg, 2002).

It therefore would be fairly difficult to ‘make’ a leader; since traits or personalities cannot be trained. In a social setup, people generally tend to sort themselves out into leaders and followers once a situation that requires this sorting arises. Indeed, as certain traits would predispose one to take a leadership role, there are those which would relegate another to be a follower (Dasborough, 2006).

Many are instances in world history where strong and charismatic leaders have led people down the wrong path; either into war, mass murder, or financial ruin. The concept of leadership has been attacked as belittling the ability of man as a thinking being to make individual decisions; and abrogating (his) responsibility to make intelligent decisions. By delineating a special class of people for possessing traits that allow them to grow into leaders, a man may be very well giving up (his) role as the intelligent being on the planet; and depend on social structures of leader-follower characteristic of species lower than (him).

Dasborough M.T. 2006. Cognitive asymmetry in employee emotional reactions to leadership behaviors. The Leadership Quarterly 17(2): 163-178.

Kirkpatrick S.A. and Locke E.A. 1991. Leadership: Do traits matter ? Academy of Management Executive 5 (2).

Kouzes, J., and Posner, B. 2007. The Leadership Challenge . CA: Jossey Bass.

Spillane, James P., Halverson R., Diamond, J. B. 2004. Towards a theory of leadership practice. Journal of Curriculum Studies 36 (1): 3-34.

Vroom V. and Sternberg R. J. 2002. Theoretical Letters: The person versus the situation in leadership. The Leadership Quarterly 13: 301-323.

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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 .

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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.

Let’s take a look…

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

Imagine a baby who grows up to be very confident and good at making decisions. These are signs of a natural leader. Supporters of this idea say these traits can’t be taught in school or through practice.

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

The debate about whether leaders are born or made has been going on for a long time. Those who think leaders are born point to the natural traits, historical examples, and the role of personality in leadership. They believe that true leaders have something special that sets them apart and this cannot be created through education or practice. While not everyone may agree, the idea that leaders are born with their abilities is a reminder that sometimes, the qualities that make someone a good leader might just be a part of who they are from the very beginning.

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Born Leader: Leaders Are Born And Not Made

Table of contents, great man theory, traits theory, charismatic leadership theory, transformational leadership, situational leadership, leaders are made, lewin's leadership styles.

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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 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 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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5 Are Leaders Born or Made?

• Published: January 2014
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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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• Business and Management

Leaders are born, not made

11 Dec 2022

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Academic level: High School

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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' Essay

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

Disclaimer: This essay has been written and submitted by students and is not an example of our work. Please click this link to view samples of our professional work witten by our professional essay writers . Any opinions, findings, conclusions or recommendations expressed in this material are those of the authors and do not necessarily reflect the views of EssayCompany.

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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Leaders Are Not Born, They Are Made

Leadership is a skill that is cultivated and developed over time, rather than something innate that one is born with. While some individuals may possess certain qualities that lend themselves to leadership, true leadership is a learned behavior that is honed through experience, practice, and self-reflection. Through dedication, hard work, and a commitment to personal growth, individuals can transform themselves into effective leaders.

One key aspect of leadership development is self-awareness. Effective leaders understand their strengths and weaknesses, allowing them to leverage their strengths and work on improving their weaknesses. Self-awareness also enables leaders to empathize with others, communicate effectively, and build strong relationships based on trust and respect. By continuously reflecting on their actions and seeking feedback from others, leaders can identify areas for improvement and strive to become better versions of themselves.

Another important element in the making of a leader is experience. Leadership is not solely about giving orders or making decisions; it also involves listening, collaborating, and empowering others. Through real-world experiences, leaders learn how to navigate challenges, inspire their teams, and make tough decisions under pressure. By facing obstacles and setbacks, leaders develop resilience, adaptability, and problem-solving skills that are essential for effective leadership.

Furthermore, continuous learning and development are crucial for aspiring leaders. The world is constantly evolving, and leaders must stay abreast of new trends, technologies, and best practices in their field. By seeking out opportunities for growth, such as attending workshops, taking courses, or reading books on leadership, individuals can expand their knowledge base and enhance their leadership skills. Additionally, mentorship and coaching can provide valuable guidance and support as individuals progress on their leadership journey.

In conclusion, while some people may naturally exhibit certain leadership traits, true leaders are not born; they are made through dedication, self-awareness, experience, and continuous learning. By committing to personal growth, embracing challenges, and honing their skills, individuals can develop into effective leaders who inspire, motivate, and empower those around them. Leadership is a journey of growth and development, and with perseverance and a willingness to learn, anyone can become a successful leader.

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Leadership is a skill that can be nurtured and developed over time, rather than being an inherent trait that one is born with. While some individuals may possess certain natural qualities that make them more predisposed to leadership roles, true leadership is ultimately cultivated through experience, learning, and self-improvement. Firstly, effective leadership requires a diverse set of skills that can be acquired through education, training, and practice. These skills include but are not limited to, effective communication, problem-solving, decision-making, and the ability to inspire and motivate others. Individuals can develop these skills through formal education, mentorship, and on-the-job experience. By actively seeking out opportunities to lead, taking on new challenges, and learning from both successes and failures, individuals can refine their leadership abilities over time. Furthermore, the development of emotional intelligence is a crucial aspect of leadership that can be honed through self-awareness, empathy, and social skills. Emotional intelligence allows leaders to understand and manage their own emotions, as well as the emotions of others, which is essential for building strong relationships and effectively guiding a team. Through self-reflection and interpersonal interactions, individuals can work on developing their emotional intelligence and become more effective leaders in the process. In addition, resilience and adaptability are important traits that can be cultivated through overcoming obstacles and learning from adversity. True leaders are able to navigate through challenging situations, maintain a positive attitude, and adapt to changing circumstances. By embracing new experiences, seeking feedback, and continuously improving themselves, individuals can build the resilience and adaptability needed to lead others through uncertainty and change. In conclusion, while some individuals may naturally exhibit certain qualities associated with leadership, true leadership is a skill that is developed, not inherited. Through a combination of skill development, emotional intelligence, resilience, and adaptability, individuals can grow to become effective and inspirational leaders. By recognizing that leadership is made, not born, individuals can take proactive steps to cultivate their leadership abilities and make a positive impact in their personal and professional lives....

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• Philosophical Works

‘Snowball Would Have Made a Better Leader Than Napoleon.’ Do You Agree?

In George Orwell's novel Animal Farm, Snowball is portrayed as a highly intelligent and visionary pig who has the potential to be a great leader. However, due to the manipulative tactics of Napoleon, Snowball is forced into exile and is unable to fulfill his true potential. This essay will argue that Snowball would have made a better leader than Napoleon, as he possesses the qualities of intelligence, strategic thinking, and a genuine concern for the well-being of the animals. One of the main reasons why Snowball would have made a better leader is his intelligence. Throughout the novel, Snowball is depicted as a pig who is constantly seeking knowledge and finding ways to improve the lives of the animals on the farm. He is the one who comes up with the idea of building a windmill, which would provide electricity for the animals and make their lives easier. Snowball's intelligence is also evident in his ability to articulate his ideas and plans to the other animals, making them understand the benefits of his proposals. In contrast, Napoleon relies on fear and intimidation to maintain control over the animals, showing a lack of intellectual capacity. Another reason why Snowball would have been a better leader is his strategic thinking. Snowball is always thinking ahead and planning for the future, while Napoleon is more concerned with consolidating his power in the present. Snowball's strategic thinking is evident in his military tactics during the Battle of the Cowshed, where he successfully defends the farm against the humans. He also proposes the idea of an animal defense force, which would protect the farm from external threats. In contrast, Napoleon's only concern is maintaining his own power, and he does not have the foresight to plan for the long-term well-being of the animals. Lastly, Snowball genuinely cares about the well-being of the animals on the farm. He is passionate about creating a society where all animals are equal and have the opportunity to live a comfortable life. Snowball's concern for the animals is evident in his efforts to educate them and improve their living conditions. He believes in the principles of Animalism and wants to create a utopian society where all animals are treated with respect and dignity. In contrast, Napoleon is only interested in his own personal gain and does not care about the well-being of the other animals. In conclusion, Snowball would have made a better leader than Napoleon due to his intelligence, strategic thinking, and genuine concern for the well-being of the animals. Despite being forced into exile, Snowball's ideas and vision for a better society continue to inspire the animals on the farm. If given the opportunity, Snowball would have been able to create a fair and just society for all animals to live in....

• Political Systems & Ideologies

Are Entrepreneurs Born or Made? Critically Discuss Essay

Are Entrepreneurs Born or Made: Critically Discuss Entrepreneurship, a cornerstone of modern economies, remains a subject of debate regarding whether its essence lies in inherent traits or learned skills. While some argue that entrepreneurs are born with innate characteristics, others contend that entrepreneurship is a craft that can be cultivated through education and experience. Those who advocate for the "born" perspective point to certain personality traits often associated with successful entrepreneurs. Traits like risk-taking propensity, resilience, creativity, and a strong sense of self-motivation are believed to be ingrained in individuals from birth. Psychologists argue that these traits are deeply rooted in one's genetic makeup and personality, making them difficult to acquire through external factors alone. Moreover, anecdotal evidence often highlights the early entrepreneurial ventures of individuals who displayed remarkable initiative and vision from a young age, suggesting an inherent predisposition towards entrepreneurship. On the other hand, proponents of the "made" argument emphasize the role of environmental factors and learned skills in shaping entrepreneurial behavior. They argue that while certain personality traits may provide a foundation, the development of entrepreneurial skills largely depends on education, mentorship, and practical experience. Entrepreneurship education programs, mentorship initiatives, and startup accelerators aim to equip aspiring entrepreneurs with the knowledge, skills, and mindset necessary to navigate the complexities of starting and growing a business. Moreover, the experiences and challenges encountered along the entrepreneurial journey play a crucial role in refining one's entrepreneurial abilities, suggesting that entrepreneurship is a skill that can be honed over time. However, a more nuanced perspective recognizes that the dichotomy between nature and nurture in entrepreneurship is not mutually exclusive. Instead, it acknowledges the interplay between innate traits and external influences in shaping entrepreneurial behavior. While certain individuals may possess inherent entrepreneurial predispositions, the extent to which these traits are realized and capitalized upon depends on the opportunities and support structures available to them. Likewise, individuals without apparent innate entrepreneurial characteristics can develop into successful entrepreneurs through deliberate practice, learning, and adaptation to their environment. In conclusion, the debate over whether entrepreneurs are born or made underscores the complex interplay between innate traits and learned skills in shaping entrepreneurial behavior. While some individuals may possess inherent entrepreneurial characteristics, entrepreneurship is ultimately a multifaceted phenomenon influenced by a combination of genetic predispositions, environmental factors, education, and experience. Understanding this dynamic interplay is crucial for fostering an entrepreneurial ecosystem that nurtures the growth and success of aspiring entrepreneurs, regardless of their innate abilities....

• Entrepreneurs

Are Criminals Born or Made? Essay

The age-old debate of whether criminals are born or made has long been a topic of interest and controversy in the field of criminology. While some argue that certain individuals are predisposed to criminal behavior due to genetic factors or biological traits, others believe that environmental influences and societal factors play a more significant role in shaping criminal behavior. Those who support the idea that criminals are born point to studies that suggest a genetic predisposition to criminal behavior. Research in the field of behavioral genetics has identified certain genes that may be associated with aggressive or antisocial tendencies. Additionally, studies on twins and adopted children have shown that there may be a hereditary component to criminal behavior, indicating that genetics could play a role in predisposing individuals to criminal acts. On the other hand, proponents of the theory that criminals are made argue that environmental factors play a crucial role in shaping criminal behavior. Adverse childhood experiences, such as abuse, neglect, or exposure to violence, have been linked to an increased likelihood of engaging in criminal activities later in life. Furthermore, socio-economic factors, lack of access to education and employment opportunities, and peer influence can also contribute to the development of criminal behavior. In conclusion, the debate over whether criminals are born or made is complex and multifaceted. While there may be genetic predispositions that make some individuals more susceptible to criminal behavior, it is clear that environmental influences also play a significant role in shaping one's propensity towards crime. Ultimately, a combination of genetic, biological, psychological, and social factors likely contributes to the development of criminal behavior in individuals....

• Laws & Regulations
• Legal Cases

Are Athletes Born Or Made Research

The debate over whether athletes are born with inherent abilities or whether their talents are developed through training and practice has long been a topic of interest in sports science and psychology. While some argue that genetic factors play a significant role in athletic success, others emphasize the importance of environmental factors and deliberate practice in shaping athletes' abilities. This essay explores the research surrounding the question of whether athletes are born or made, examining the interplay between genetics, training, and other contributing factors. Research in sports genetics has identified certain genetic variations that may predispose individuals to excel in specific athletic traits, such as endurance, strength, or speed. For example, variations in genes related to muscle fiber composition, oxygen utilization, and metabolism have been linked to athletic performance in various sports. Studies have also shown that elite athletes are more likely to have specific genetic markers associated with superior physical traits compared to the general population. While these findings suggest a genetic component to athletic ability, it's essential to recognize that genetics alone do not determine athletic success. On the other hand, research in sports psychology emphasizes the role of deliberate practice, motivation, and environmental factors in developing athletes' skills and expertise. The concept of deliberate practice, as popularized by psychologist Anders Ericsson, suggests that becoming an expert in any field, including sports, requires focused, goal-oriented practice over an extended period. Through deliberate practice, athletes can improve their technical skills, decision-making abilities, and mental resilience, ultimately enhancing their performance on the field or court. Moreover, environmental factors such as access to quality coaching, resources, and support networks can significantly impact an athlete's development and success. While both genetics and training play crucial roles in shaping athletic ability, it's essential to recognize the complex interplay between nature and nurture in determining an athlete's potential. While genetic predispositions may provide a foundation for athletic talent, it is through dedicated training, deliberate practice, and environmental support that athletes can reach the pinnacle of their abilities. Moreover, factors such as motivation, mindset, and resilience also contribute to athletic success, highlighting the multifaceted nature of talent development in sports. Ultimately, the question of whether athletes are born or made is not a dichotomy but rather a nuanced interplay between innate characteristics and external influences....

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