he debate between "leadership born" and "leadership made" focuses on whether effective
leaders are naturally endowed with innate traits or if they develop their leadership abilities
through experience, learning, and effort. Here's a breakdown of the differences:
1. Leadership Born
Definition: The belief that leaders are born with inherent traits or qualities that
predispose them to be effective leaders.
Core idea: Leadership is innate and rooted in personality, genetics, and natural
abilities.
Key characteristics:
o Natural charisma
o Strong confidence
o Innate decision-making skills
o Ability to inspire and influence others naturally
Theory basis: Linked to the Trait Theory of Leadership, which suggests that certain
traits (e.g., intelligence, confidence, sociability) are universal markers of leadership.
Example:
o Historical figures like Alexander the Great or Joan of Arc are often cited as
naturally gifted leaders who emerged without formal training.
Strengths:
Suggests a natural fit for leadership roles.
Highlights the importance of personality in leadership.
Criticisms:
Ignores the role of effort, learning, and development.
Fails to account for leaders who grow into their roles over time.
2. Leadership Made
Definition: The belief that leadership is developed through experience, education,
mentorship, and practice.
Core idea: Anyone can become an effective leader with dedication and the right
opportunities.
Key characteristics:
o Acquired skills like communication, decision-making, and empathy
o Continuous learning and adaptability
o Development through challenges and feedback
Theory basis: Linked to the Behavioral Theories of Leadership and
Transformational Leadership Theory, emphasizing that leadership involves
teachable behaviors and situational adaptability.
Example:
o Leaders like Nelson Mandela or Satya Nadella (CEO of Microsoft) who
developed leadership skills over time through learning and perseverance.
Strengths:
Encourages leadership development programs and training.
Promotes inclusivity, suggesting anyone can lead with effort and support.
Criticisms:
May underestimate the influence of innate traits like charisma.
Not everyone develops the same level of effectiveness, even with training.
Key Differences
Aspect Leadership Born Leadership Made
Acquired through learning and
Origin Innate qualities or traits
experience
Theoretical
Trait Theory Behavioral and Situational Theories
Basis
Flexibility Limited (inherent traits are fixed) High (anyone can improve)
Focus Nature Nurture
Charismatic leaders with natural
Examples Skilled leaders honed through training
flair
Balanced View
The modern perspective acknowledges that both nature (inherent traits) and nurture
(development through learning) contribute to leadership success:
Some individuals may have a natural predisposition for leadership (charisma,
confidence, etc.).
However, these traits alone are insufficient; effective leadership often requires
deliberate practice, skill acquisition, and adapting to challenges.
Conclusion
While "born leaders" may have an initial advantage, leadership is largely "made" through hard
work, self-reflection, and continuous improvement. This means anyone, with the right effort
and resources, has the potential to lead.
Example: Steve Jobs (Apple Inc.)
Traits: Steve Jobs had an innate charisma, visionary thinking, and the ability to
inspire people. From a young age, his confidence, persuasive skills, and ability to
think outside the box were evident.
Actions:
o Jobs naturally captivated his audience with his vision for Apple products,
combining creativity and user-centric innovation.
o Despite limited formal management training, he led Apple to revolutionize the
technology industry.
Born Trait Evidence: His ability to connect emotionally with consumers and inspire
his team suggests natural leadership tendencies.
Leadership Made
These leaders developed their leadership skills over time through learning, mentorship, and
experience.
Example: Howard Schultz (Starbucks)
Traits: Howard Schultz, the former CEO of Starbucks, grew up in a modest family
and didn’t start with obvious leadership traits. He developed his skills through hard
work and a passion for creating something meaningful.
Actions:
o Schultz didn’t found Starbucks but transformed it from a small coffee chain
into a global brand.
o He focused on employee benefits and customer experience, using lessons
learned from challenges and setbacks.
Made Evidence: Schultz’s leadership was crafted through observation, education, and
deliberate choices to inspire a team-focused culture.