¶ … Leaders Born or Made? Proposed Outline
The question as to whether leaders are born or made has been actively debated for years. The debate continues. However, careful evaluation of leadership behaviors and an informed analysis of literature on management and leadership demonstrate that actually, leaders are both born and made. It is important to note that although individuals could be trained to be effective leaders, some people tend to have what could be referred to as natural aptitude for leadership.
Counter Argument
Leaders are Born
The claim that leaders are born, not made, has been around for a long time. Those advancing this argument are convinced that leadership is in the genes, that great leaders possess some genetic characteristics that underwrite their success as leaders.
B.
During the early periods of the 20th century, most were of the view that to be an effective leader, an individual had to be born with inherent traits of leadership. Many psychologists of the era, like Jung, claimed that leadership traits were inherited, and not acquired. Today, there are some who, like Jung, are still convinced that leaders are born, not made. To put this argument into perspective, it would be prudent to, amongst other things, highlight the findings of a recent research undertaking that sought to "test the nature of leaders and followers using pairs of fish" (Nakayama, 2013). As the author further points out, leaders and followers are not unique to humans - they are found in many other animals that live a group setting, such as fish. Titled, "Experience Overrides Personality Differences in the Tendency to Follow but not in the Tendency...
Leaders and History Having a leadership position and being a leader are not the same thing, even though many people believe it is. Being appointed to a leadership role is entirely dependent upon circumstances; being a leader is an innate quality that moves beyond the tactical and into the strategic, allows those with greatness to rise to the occasion, and often results in drastic changes in society and culture. We can
There are research studies about knowledge management and local knowledge which the present research must take into consideration. However, judging from the information which is available online, it is safe to say that this is a research area which still needs to be worked upon. The studies which already exist are limited to describing local needs in small communities through the world and the manner in which leaders of
Leadership: Born vs. Taught Leaders Born vs. Taught Leaders: Leadership Experts have given conflicting views in the question of whether leaders are born or made. One faction believes that leaders are born with special qualities that predispose them to occupy positions of authority from an early age. The other, however, believes that leadership capabilities are developed over time through education and training. This text evaluates both arguments and gives a tentative position
Conclusion It is difficult to show which theory works best in practice, as every company has a unique environment and workforce (Daft, 2004). However, few would argue that Theory X is an outdated leadership style that does not promote success. According to Kopelman et al. (2008): "At the heart of McGregor's argument is the notion that managers' assumptions/attitudes represent, potentially, self-fulfilling prophecies. The manager who believes that people are inherently lazy
Sun Tzu informs that we cannot punish people until they feel loyalty to us: namely, until they consider themselves members of our group. 10. Keep them guessing This quality may be pertinent only to leaders of a business / corporation. Her Sun Tzu advises keeping one's strategies and plans concealed from one's competitor so that one retains competitive advantage. III. Conclusion The Art of War, maintains Sun Tzu, is "a matter of life
One reason has to do with the intellectual hurdles that senior executives jump in obtaining their jobs. It takes at least an IQ of about 110 to 120 to get an advanced degree such as an MBA. There is thus a high selection pressure for IQ in order to enter the executive ranks." (p. 250) The text goes on to argue that the result is that there is not a
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