Introduction
In today’s world, inspiring others to follow your lead is more valued than micromanaging them. With today’s communications tools, being in the same country as a prospective employee is not necessary to be considered for a leadership role. It is in large part due to strong leaders that the race to the top has grown so cutthroat. A leader’s effect on their team and the business is often seen as beneficial; however, this perspective is just one of several. For a long time, there has been a heated discussion on whether or not leaders can be developed. Although there has been no clear winner, both camps agree that finding the genes responsible for displaying leadership qualities in the human genome should be prioritized if a decision cannot be reached. However, if possible, they will shed light on the development of leadership consulting. Studies have proven that leaders in diverse organizations have special skills but need specialized training to use them effectively in the workplace (Uslu, 2019). Many outstanding executives credit their advancement to the guidance of more experienced colleagues. This study aims to look at both sides of the argument and present leadership theories that show how leaders can be created.
What is leadership
A leader organizes and convinces others to work together toward a similar objective. Many have held that one is either born a leader or not and that leadership quality cannot be developed. Since great leaders have always emerged through time, this notion is false and extremely harmful. Many notable figures, such as Mahatma Gandhi, Abraham Lincoln, George Washington, Martin Luther King, Jr., and Nelson Mandela, fit this category (Hunt & Fedynich, 2019). These exceptional leaders rose to prominence over time rather than being born with natural leadership abilities. These leaders have been lauded as heroic because they inspired their followers to achieve a goal that benefited the communities to which they belonged. The fact that these leaders were effective and left such a lasting mark on their respective fields explains why they are still held up as examples of good leadership today.
Leadership development
Since it has been established that only about one-third of the traits leaders possess can be seen as hereditary, it is plausible to conclude that the remaining two-thirds can be seen as a skill subject to refinement and cultivation. Motive and drive are two qualities that have been mentioned, although they appear to be difficult to teach. On the other hand, qualities like intelligence, self-assurance, and integrity may be developed with time and effort. Not only do personality characteristics play a role in leadership success, but so do actions, awareness of context, and the ability to adapt (Uslu, 2019). In addition, the rapidity with which the economy and technology are evolving makes lifelong learning and development essential for executives who wish to remain relevant. It is difficult, if not impossible, to find examples of self-taught leaders who can reliably control the role of their natural qualities. One can always make the case that someone interested in leadership development approaches or programs already has some intrinsic attributes that drive them on this path. In conclusion, most of the variation in actual leadership ability can be traced back to elements that are not set in stone and may be improved in various ways.
For me, the key to effective leadership is investing in one’s growth. A leader who is respected and followed can see the world from other people’s perspectives and prioritizes their needs before their own. Whoever has the guts to defend his or her beliefs in the face of scrutiny and doubt can be called a leader. So, these characteristics may be fostered in a child with the help of parents and educators. Even if a person has a natural talent for leadership, they need to devote their attention to learning from their experiences and those around them. The most important fact about leadership is that every leader is unique in his or her special way.
Indeed, leadership is a trait that can be developed and honed through intentional practice. Leaders are often easy to spot; some may exhibit these traits as early as their formative years, while others may take their time cultivating them. A leader is shaped through their experiences in school, with instructors and other educators, mentors, parents, and the larger community. These motivating factors teach a kid what it means to be a successful leader. Great leaders put in the time and effort to earn their teams’ trust and actively promote open communication (Hunt & Fedynich, 2019). They do not merely order workers around and ignore their input but instead appreciate it and factor it into decision-making.
Furthermore, effective leaders are transparent about their goals and objectives. They may establish doing this, theyrust within their teams and make sure everyone is on the same page. h and the ability to reflect on and correct errors are also hallmarks of the most effective leaders. They are not trying to seem superior by pretending to know or be everything. Instead, they make a point of always learning more, are good at delegating, and seek out others whose skillsets complement their own.
Although many people succeed in theory, many more fail in practice when it comes to being effective leaders. However, many people have access to educational programs and training that teach them styles and strategies. The ability to lead is innate but can always be honed by doing. Recognizing one’s capabilities, strengths, and weaknesses, as well as understanding one’s core, is essential (Khan et al., 2017). Being self-aware does not equate to being self-absorbed. Recognizing your strengths and shortcomings and assessing the congruence between your words and deeds is essential for any leader. To successfully guide others and meet their needs, you must first demonstrate an ability to empathize with them. The best leaders are receptive to their followers’ opinions and feedback.
Leadership Theories
Great Man leadership theory
The Great Man Theory of Leadership asserts that the most effective leaders in modern times have innate talents. The people’s ability to influence the world directly resulted from the leadership styles they honed. To rise to positions of power and influence, one must possess traits typical of leaders. The great man’s idea proposes that successful leaders must have heroic qualities. The actions of exceptional men, so the belief goes, are the driving force behind global development. In later defenses of the thesis, proponents stated that these leaders could not have developed their talents without the advantages afforded them by their upbringing in the community they ruled (Chuang & Chiu, 2018). Some people believe society should “create” its leader before he can change it. It is clear from this that being a great leader is a learned skill, not something you are born with. Leadership qualities are developed via life events, shaping whom a person becomes and how they think. Those who believe in the notion claim that it is more accurate to focus on genetics than upbringing. This worldview fosters the belief that those in positions of authority naturally possess the traits necessary to handle the obstacles they will face throughout their lives successfully. It argues that those in authority should not be questioned because of their special skills.
The level of emotional intelligence possessed by a leader is crucial. Competencies in areas like self-awareness, social competence, and self-management provide the backbone of emotional intelligence. Leaders with a high E. Q. do better in settings that call for empathy and other soft skills. Studies examining the connection between leadership and EQ have revealed that EQ is a skill that can be developed and improved with practice. This implies that one can acquire the skills necessary to raise their emotional intelligence quotient and become a more effective leader. A leader’s effecTheirk, and character. Values can also affect a leader’s effectiveness-held convictions that shape how people act in particular circumstances. In contrast, attitudes are fixed points of view about things or people. Upbringing shapes one’s outlook and moral compass (Hunt & Fedynich, 2019). One’s behavior and outlook on life are shaped by one’s environment and the prevailing cultural norms. This suggests that one can learn and unlearn depending on their environment, whether or not having the correct attitude and principles helps one to be a great leader. The plasticity principle states that throughout one’s life, one’s stable personality qualities remain open to environmental influences. Leaders do not need to have predetermined values, attitudes, or personalities because these factors are all moldable.
Herbert Spencer argued that leaders do not rise to power to make a difference in society; hence, the argument is flawed. He believed that one must be “made” by society before he or she could aspire to power. Herbert Spencer said that a leader’s traits result from a complicated web of factors acting on an individual. Defending himself against Herbert Spencer’s arguments, William James wrote a rebuttal in 1880. As he saw, each leader gets elevated to power for special reasons. James argues that leaders can benefit from genetic abnormalities by using them to develop ideas that can change the world (Khan et al., 2017). The discoveries included in the original ideas have the potential to significantly impact the economic and social landscapes of any given region.
The Trait theory
The premise that leaders are born and not manufactured is supported by trait theory. It is an analytical strategy that lends credence to the “great guy” hypothesis. It highlights that leaders have traits that set them apart from others. Research on personality traits like self-assurance, honesty, intelligence, cognitive ability, integrity, achievement, influence, responsibility, motivation, and drive form the basis of this hypothesis. There is a consensus among experts that effective leaders should have these qualities. Since some people have these qualities but are not always good leaders, the theory’s rationale seems dubious. It is possible that a leader who possesses these traits would excel in some settings but flounder in others (Chuang & Chiu, 2018). This suggests that these innate qualities are not the only ones that matter when it comes to becoming an effective leader. Being a successful leader takes more than just having certain qualities. Most people have the raw materials to become excellent leaders, but it takes development and experience to realize that potential fully. One must have these points of view in order to fully comprehend the many qualities that make up a person’s leadership potential. Leaders like Steve Jobs, who had the charisma to convey visions, are examples.
Companies often use personality tests to zero in on desired qualities in employees. Assigning tasks to people you believe will carry them out efficiently requires the leadership attributes required for doing so. Companies stress that personality tests are still not adequate criteria for selecting leaders despite their importance in identifying diverse attributes (Khan et al., 2017). One of the theory’s critics highlights the need to expose leaders to alternative role models. The leader’s competence will determine the followers’ attitudes and behaviors and their capacity to influence and carry out a wide range of responsibilities. Those who disagree with characteristic theory agree that leaders have innate qualities but argue that they still need guidance from more experienced leaders to succeed.
According to international studies, leadership requires a wide range of skills and experiences. A few examples of these characteristics are the ability to converse with others, to work well in teams, to exude charisma and self-assurance, to think critically, and to view problems from multiple perspectives. The ability to think ahead and act quickly are two others. Both trait theory’s detractors and proponents acknowledge that teaching someone to become a leader is impossible simply by reading a book or attending a seminar (Toh & Ruot, 2019). The instruction and guidance can only help develop talents that a person already possesses. For instance, when the time is right, those truly invested in a cause will step up and take charge. When national discord was at stake, leaders like Abraham Lincoln stepped up to the plate and brought the country together. This quality of perseverance, crucial to his election as president, is not taught in any university course, book, or seminar. Using these examples, trait theory demonstrates to the church that leaders should have certain characteristics that make them effective in their roles.
Behavioral Theory
A leader can emerge from among us through the processes of mentoring, coaching, and observing, and so goes the argument. Training, perspective, practice, and experience can gradually improve one’s leadership abilities. Leadership development is a continuous process. In order to grow as a leader, the best of us actively seek training and education opportunities. The military adheres to this concept because of the emphasis placed on it in its leadership training. There is no way to soft-implant talents physically, but they can be taught. You will need more than a flashy PowerPoint and a stack of 4×6 cards to communicate your vision effectively. Anyone with a desire to study can pick up the fundamentals of leadership. However, a great deal of leadership cannot be taught. While some people succeed, others struggle because they are not well prepared. Both the “inborn potential” and the “trait” theories of leadership are deemed untenable in behavioral theory (Toh & Ruot, 2019). There are no “born leaders” in the ideas of human behavior. As a result, anyone can acquire the skills necessary to assume a leadership role given the right circumstances and guidance. Leadership styles are discussed within the framework of behavioral theory, which classifies leaders according to their actions. Some leaders focus on the people they manage, while others focus on getting the job done fast. Dictatorial leaders tell their subordinates what to do.
Why leadership is an innate
Great leaders have similar traits.
Although every great leader is unique, commonalities show that genius at the helm is innate rather than learned. Individual care, intellectual challenge, inspirational motivation, and the ability to sway followership are a few examples of the leadership qualities many legendary figures share. Many transformational leaders, including those with a reputation for having little formal leadership training, share these personality traits. For example, the great Italian leader Benito Mussolini is widely recognized as the architect of the fascist political movement (Uslu, 2019). Mussolini’s ability to govern was predicated on bravery, despite his electoral failure in 1919. Being courageous is an innate trait that cannot be developed via practice, which supports the idea that leaders are born rather than made.
Leadership cannot be taught.
Numerous courses and initiatives aim to help students develop into better leaders, but thus far, none of them have succeeded. Unlike other professions, leadership is a trait one either possesses or does not. Studies reveal that a person’s leadership context is the most important factor in determining whether leaders are born or made. Personality traits are something that people exhibit and that they tend to inherit from their parents. Someone from a long line of doctors is more likely to adopt that thinking and pursue a medical career.
Similarly, those who are fortunate enough to be born into a family of leaders are almost guaranteed to share their ancestors’ way of thinking and eventually become influential leaders themselves. According to Hodge, winners have high expectations for themselves, whereas losers have low ones (Chuang & Chiu, 2018). Although effective leadership can be taught to some extent, the personality attributes of good leaders are innate to each person. Leaders inspire loyalty in their followers because they believe they will ultimately succeed. Only individuals with natural leadership abilities will thrive in school-based leadership programs.
Some leadership skills require inborn characteristics.
Great leaders have distinguishing character features that make them natural leaders. Traits like charisma, self-assurance, and the ability to speak professionally indicate potential leadership ability. To exude charisma, one must be able to inspire and energize their audience through brilliant oratory and an endearing persona. Humility and confidence are other hallmarks of a charismatic leader, as is the ability to listen attentively and show maturity while confronting leadership challenges (Toh & Ruot, 2019). Some aspects of leadership, like the ability to listen to others, can be taught, but others, like confidence and humility, are intrinsic to each person’s personality.
Talents and Endowments Differ
Every individual possesses a unique set of skills and abilities. People deemed effective leaders share a similar propensity to have an exceptional natural ability in this area. While it is true that practice makes perfect in the athletic realm, innate talent still plays a role, even for those who put in the time and effort to improve. The contingency theory also defends the idea that leaders are born and not manufactured. A person’s leadership style can vary depending on how they react to situations in which they are put in a position of authority, as proposed by the contingency theory (Uslu, 2019). Because of their unique leadership qualities, the world’s most influential people always have an unusual reaction to any given situation. Such a leader can adjust to any group dynamic and demonstrate superior leadership abilities. Given the importance of innate abilities in distinguishing between the two broad categories of leaders, it is reasonable to conclude that leadership qualities are not acquired so much as innate.
Conclusion
In a conclusive overview, the debate of whether leaders are natural or nurtured has been discussed for a considerable time. However, many leadership and management theories show that exceptional leaders tend to be born rather than developed. For instance, the great ma theory states that leaders are born, not produced and that the qualities necessary to be effective in such a role cannot be taught. Another view, the “trait theory of leadership,” holds that leadership skills are acquired through one’s upbringing. Therefore, leadership qualities vary from person to person, but the personal character traits of great leaders are comparable. This is because parents play a vital role in forming an individual’s character traits, which cannot be learned through studying skills. Great leaders have traits like bravery and charisma. Counterarguments stress that leadership is something that can be taught and seen rather than innate. This indicates that anyone who sets their mind to becoming a great leader can do it if they puts in the effort. While some leadership qualities, like certain personality traits, may be genetic, all leaders may improve their skills by paying attention to how their environments shape them.
References
Chuang, P. J., & Chiu, S. F. (2018). When moral personality and moral ideology meet ethical leadership: A three-way interaction model. Ethics & Behavior, 28(1), 45-69.
Hunt, T., & Fedynich, L. (2019). Leadership: Past, present, and future: An evolution of an idea. Journal of Arts and Humanities, 8(2), 22-26.
Khan, Z. A., Bhat, S. J., & Hussanie, I. (2017). Understanding leadership theories-A review for researchers. Asian Journal of Research in Social Sciences and Humanities, 7(5), 249-264.
Toh, T., & Ruot, K. (2019). The role of traits in the leadership process. Available at SSRN 3441179.
Uslu, O. (2019). A general overview to leadership theories from a critical perspective. Маркетинг і менеджмент інновацій, (1), 161-172.
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