Managing Organizations: The Debate on Leaders Being Born or Made

This essay delves into the fundamental question of whether leaders are born with inherent qualities or are cultivated through experience and training. It examines various leadership theories, including the Great Man Theory, trait theory, behavioral theory, transactional leadership, transformational leadership, and contingency theory, to analyze the arguments for both sides. The essay emphasizes the modern perspective that leadership skills can be learned through practice, coaching, and feedback, highlighting the importance of adaptability and the development of different leadership styles. It debunks the myth that only extroverted individuals can be effective leaders, citing the effectiveness of introverted leaders. The conclusion firmly supports the idea that leaders are made, emphasizing the impact of leadership development programs and the ability of individuals to cultivate their skills over time. The essay draws on references such as Anderson (2010), Brenner (2015), Clarke (2010), and Jacobsen (2015) to support its arguments.

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Managing Organizations and Leading People
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9/16/2019
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Managing Organizations and Leading People 1
Are leaders born or made?
Leadership is the qualitative approach in an organization. Leaders are born or made; this
is one of the common debates as there have been various theories that are supporting each of the
statement. However, considering today’s scenario and modern human resource management it
can be said that leaders are made, and not always born. As per the theoretical leadership theories
like great man theory it was concluded that the leaders are born like Mother Teresa, and
Mahatma Gandhi. However, previously the elements like leadership training were not available,
which reflected that leaders cannot learn skills in their lifetime, but are born with leadership
skills. The great man theory was founded in 1840s, which reflect that this concept was traditional
and it could be possible that it is not valid as per the changing times and there has been various
leadership approaches in modern world introduced (Clarke, 2010).
However, as per the modern leadership theories like trait theory, which reflect that the
leadership traits can be learned by an individual in order to become an effective leader, however
further modern theories have been founded by the researchers. Like the behavioral theory,
founded in 1950s, it was a reaction to the previously founded trait leadership theory. These
theories reflect that behaviors of the leaders are to be focused in order to become an effective
leader for instance physical, mental and social characteristics of a leader. In support of made
leadership, the supportive leadership theories include transactional leadership theory,
transformational leadership theory and contingency theory of leadership (Jacobsen, 2015). The
key reasons why it has been said that leaders are made and not born are leadership is not a
personality. The evidence suggests that it is a myth that leadership is outcome reflected by the
charismatic personality of an individual. However as per the research, leadership is about wide

Managing Organizations and Leading People 2
aspect and approaches, which is not only including the ease of communication and outgoing
personality. However, it can be said that such personality or genetics qualities can help an
individual to learn leadership skills more rapid, quick and in an effective manner. It has been
identified that leadership skills are not learning through classes but it can be learned through
wary practice including coaching, experimentation, and feedback (Brenner, 2015).
Doing the right thing, it has been identified that every leader needs to consider their
leadership style and can learn and implement other leadership style considering the situation, as
per the contingency leadership theory, which reflects that a leader can change their style by
getting trained or applying different approach considering the situation and suitability of the
leadership style. This reflects that leadership styles can also be learned as per the modern theory.
It was assumed that leaders who are considered to be born as leader or extrovert, which means
that introvert people cannot be a leader. This is the myth as there are leaders who are introverts
cannot be leaders but due to their repeated practice and deliberate attempt to learn the leadership
they have become effective leader. Moreover it has been identified that there is not any single
type of leader, it is about right mix of skills and behavior. It can be said that the character of an
individual may affect the type of leadership but it cannot reflect that leader effectiveness are due
to the genetic qualities as the leadership can be developed, and it has been identified that
development is very powerful in today’s world. There have been various universities in order to
teach leadership and relevant skills to be practiced. The leadership development plan has also
been a good in modern world which reflect that a leader can be made and development with time
can enhance the people’s talent and individuals can develop themselves into the one for whom
the followers looked them as a leader (Anderson, 2010).

Managing Organizations and Leading People 3
Through the discussion, it can be concluded that leadership style can be impacted, but it
cannot be said that those leaders cannot be made. Thus, the can be said that the leaders are made
and not only born.

Managing Organizations and Leading People 4
References
Anderson, B. (2010). Project leadership and the art of managing relationships. T&D, 64(3), 59-
63.
Brenner, S. (2015). Leadership style and the process of organizational change. Leadership &
Organization Development Journal, 2-16.
Clarke, N. (2010). ). Emotional intelligence and its relationship to transformational leadership
and key project manager competences. Project Management Journal, 41(2), 5-20.
Jacobsen, C. (2015). Is leadership in the eye of the beholder? A study of intended and perceived
leadership practices and organizational performance. Public Administration Review,
75(6), 829-841.