Are Leaders Born or Made?: A Critical Analysis

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Leadership has been one of the most scrutinized, debated, and essential topics within organizational behavior and management studies. The longstanding debate of whether leaders are born or made has evolved into a more nuanced understanding that integrates both inherent traits and developed skills.

Perspectives on the Both Sides

1. Born Leaders (The Trait Approach): The trait approach to leadership suggests that certain inherent characteristics make individuals more likely to emerge as leaders and be effective in leadership roles (Germain, 2008). Research supports the notion that traits such as extraversion, openness to experience, emotional stability, and conscientiousness are significantly correlated with leadership emergence and effectiveness (Judge, Bono, Ilies, & Gerhardt, 2002). Extraversion, for instance, is closely linked with effective leadership because it involves assertiveness and an energetic approach to social engagement, which facilitates influence over others (Bono & Judge, 2004). Moreover, a meta-analysis by Judge and Bono (2000) emphasizes the role of emotional intelligence as an innate trait that contributes significantly to leadership effectiveness. Leaders possessing a high degree of emotional intelligence can manage their own emotions and understand and influence the emotions of others, thereby enhancing their leadership effectiveness.
2. Made Leaders (The Behavioral and Skills Approach): Behavioral and skills theories emphasize that effective leadership is context-dependent and can vary greatly depending on the environment and the specific needs of the organization and its employees. While certain traits may predispose individuals to leadership roles, skills critical for effective leadership are predominantly acquired through experience, education, and training. Skills such as strategic thinking, communication, empathy, conflict resolution, and team management are not innate but are developed over time (Germain, 2008). Leadership development programs that focus on these skills can significantly enhance an individual’s ability to lead effectively, regardless of their natural traits.

An Integrative View

The most compelling argument for the effectiveness of leadership lies in the integration of inherent traits and acquired skills. This integrated perspective is supported by Avolio, Walumbwa, and Weber (2009), who argue that the development of leadership is a dynamic process that combines the base of inherent traits with the structure of learned skills. The synergistic model suggests that while inherent traits provide the foundation for potential leadership, the actualization of this potential is largely dependent on skills and behaviors that are developed through deliberate practice and learning.

Practical Implications

For organizations, recognizing that leadership involves both born traits and made skills has profound implications for talent management. It suggests a more inclusive approach to identifying and developing leaders. Organizations can benefit from designing leadership development programs that identify individuals with inherent leadership potential and provide them with opportunities to develop necessary leadership skills. This approach not only broadens the pool of potential leaders but also enhances the overall effectiveness of organizational leadership.

Conclusion

In conclusion, effective leadership is best understood as a combination of innate traits and acquired skills. This synergistic model provides a more comprehensive framework for understanding leadership effectiveness and has significant implications for how organizations can approach leadership development. Recognizing that leadership capacity is both inherent and cultivable allows for more effective and targeted development strategies, thereby enhancing the quality and effectiveness of leaders in various organizational contexts.

References

Avolio, B. J., Walumbwa, F. O., & Weber, T. J. (2009). Leadership: Current theories, research, and future directions. Annual Review of Psychology, 60, 421–449.

Bono, J. E., & Judge, T. A. (2004). Personality and transformational and transactional leadership: A meta-analysis. Journal of Applied Psychology, 89(5), 901–910.

Germain, M-L. (2008, February 20–24). Traits and skills theories as the Nexus between leadership and expertise: Reality or fallacy? [Paper presentation]. Academy of Human Resource Development International Research Conference in the Americas (Panama City, FL, Feb 20–24, 2008). http://files.eric.ed.gov/fulltext/ED501636.pdf

Judge, T. A., & Bono, J. E. (2000). Five-factor model of personality and transformational leadership. Journal of Applied Psychology, 85(5), 751–765.

Judge, T. A., Bono, J. E., Ilies, R., & Gerhardt, M. W. (2002). Personality and leadership: A qualitative and quantitative review. *Journal of Applied Psychology, 87

Note:
This article is written based on University of The People Leading in Today’s Dynamic Context (BUS 5411) written assignment by Fristy Tania in April 2024