Are we born or created Leaders?
With each passing year, the concept of Leader and its practices become more and more the subject of analysis and intervention, due to the relevance it assumes in the management of highly effective organizations and teams.
The constant evolution of all the elements that surround us, such as the demands of time, generational changes, organizational dynamics, education and the market, can constitute a demanding and frustrating challenge for a leader who is used to a certain way of working or a specific team.
Here I raise the question that for many may still be a topic:
Are leaders born leaders or are they created, worked on or generated?
While it may be a natural quality for some, for others it is something that requires development. Even for those with innate leadership talents, there is always room for growth and improvement. Furthermore, the context in which leadership is exercised is constantly evolving, with new challenges and dynamics that require continuous adaptation.
The question of whether leadership is an innate or learned trait is widely debated. Most experts agree that there is a complex interplay between natural predispositions and environmental influences in the formation of leadership skills.
Some people seem to have a natural inclination to lead from a young age, displaying traits such as charisma, communication skills and decision-making ability. However, even for these people, practice and continuous development are essential to becoming effective leaders.
On the other hand, many argue that leadership can be taught and learned through experiences, training, and education. With the right guidance and opportunities to develop skills such as communication, problem-solving, and teamwork, individuals can acquire the skills needed to lead successfully.
Ultimately, leadership is likely to be a combination of natural predispositions and lifelong learning. Regardless of where someone starts, ongoing development and deliberate practice are crucial to becoming an effective leader.
Therefore, it is essential to continue discussing and reflecting on leadership, not only for those who are learning to lead, but also for established leaders, in order to remain current and effective in their practices. Furthermore, by addressing challenges in the practice of leadership, we can identify areas for improvement and develop strategies to overcome common obstacles faced by leaders.
There is a certain relativity about the concept of leadership when it refers to the idea that it can be perceived and practiced in different ways, depending on the context, culture, values and specific needs of a group or organization. For example:
Culturally
In different cultures, the traits and behaviors considered to be indicators of leadership may vary. For example, in some cultures, leadership may be associated with traits of assertiveness and authority, while in others, leadership may be more focused on harmony and collective decision-making.
Contextually
What is considered effective leadership can vary depending on the specific context. For example, a leadership style that works well in a creative team may not be as effective in a highly regulated environment or one where repetitive tasks are performed.
Theoretically
There are several leadership theories that emphasize different aspects and approaches. For example, trait theory emphasizes the personal characteristics of the leader, while situational theory suggests that leadership effectiveness depends on the fit between the leader's style and the situation in which he or she finds himself or herself.
Strategic and Tactical
Leadership can be viewed strategically, involving defining vision, mission and long-term goals, as well as tactically, involving day-to-day execution, problem-solving and team motivation.
Adaptive
Effective leadership often requires adaptability to respond to changing circumstances, team needs, and demands from the external environment. This means leaders may need to adjust their styles and approaches as needed.
The relativity of the term, which gravitates around the concept of leadership, highlights that there is no single universally valid definition or approach to the term. Instead, leadership is shaped by a complex interplay of contextual, cultural, theoretical and strategic factors, and effective leaders are those who can recognize and adapt to this diversity of influences.
In short, we can conclude that in the relentless pursuit of excellence, whether in the professional or personal sphere, it is crucial to find a balance between continuous development and satisfaction with the achievements attained. Recognizing the relativity of leadership and its multiple facets can help us better understand the role of the leader in different contexts and promote a more collaborative and productive work environment.
It is therefore prudent to state that we need to continue to identify Leaders, but also to help create them, in order to ensure good and happy alignment between all the worlds of which we are a part. Good leadership creates opportunities for growth and development in a group or team, and should drive collective success and promote motivation and happiness, based on whatever the culture, context and strategy require.
Written by
With two decades of solid and proven experience in Human Resources consulting, she has worked with numerous companies to find strategic and personalized solutions. Throughout her career, she has honed essential skills in negotiation, project development, recruitment and assessment, standing out for her ability to effectively transform HR practices.
She holds a degree in Human Resources Management and Work Psychology from the Instituto Superior de Línguas e Administração - VNGaia and a specialization in Strategic Management of Global Accounts from SDA Bocconi (Milan).
Her passion for human and professional development has been a constant throughout her career, always focused on establishing and cultivating genuine and valuable relationships.