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EVERY so often, when I get invited to speak on leadership, the question on whether leaders are born, or made comes up. We know that the nature (genetics) versus nurture (environmental factors) on exceptional leaders have been debated for years.
The Scottish historian and philosopher, Thomas Carlyle, speaking on heroism in the 1840s, suggests that leadership traits are intrinsic, that a great leader is born possessing certain traits and attributes, and that such traits will emerge when needed, enabling them to lead. The great man theory explains history as the impact of great men or heroes, and that, "Universal History, the history of what man has accomplished in this world, is at bottom the History of the Great Men who have worked here."
In contrast, behavioral leadership theory points to leaders being created based on observing how leaders behave, and how these traits can be emulated by others. Organizations invest time and resources to train emerging leaders. The training industry estimates that leadership training is a $357.7 billion global industry (2020), excluding the expenditures of individuals for training programs, or revenues of educational institutions. We can deduce that leadership skills can be learned, and which is why there are so many leadership books in print. A cursory check says 15,000 titles are in print based on a 2013 survey, not counting published articles, and over 57,000 leadership titles in Amazon.
But perhaps it's worth reminding ourselves what makes outstanding leaders. There are many ways to lead, and you just have to find your brand of leadership.
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The new paradigm
One of my favorite leadership authors, Bill George, who wrote Discover Your True North: Authentic Leadership, speaks of authentic leaders who are "driven by a moral and ethical purpose and never lose sight of their core values and principles. They lead with their hearts, cultivate long-term relationships and demonstrate excellence through self-discipline." He adds that nowadays you can no longer lead as "power-driven, top-down leadership, command and control." The new paradigm, he adds, is that of a "learn-it-all" kind of guy, instead of a "know-it-all" kind of leader.
Leaders inspire
A key trait is that leaders inspire. After all, you cannot lead if no one follows. My leadership professor, David Gergen, best known as an adviser to four American presidents, in his book Eyewitness to Power, describes the leadership gifts and deficiencies that led them to the White House. He notes that the best leaders inspire the troops — beyond the rhetoric, it's about the message. Citing US Supreme Court Justice Oliver Wendell Holmes Jr., he adds that every young person should participate in the passion of their generation, and "should look at service to the country," like "hearts touched with fire."
Faith and leadership
Leadership, in a capsule, is about faith — earning and keeping the faith of your followers. First, trust has to be earned; only then can they be steered towards a common vision. Personal integrity, according to Gergen, is the cornerstone; adding that, to believe in a leader also means that people must believe in the leader's competence and steadiness. Thus, the importance of character and capacity, the prerequisites to earning people's trust. To be a good leader, you need to earn the faith of people — they want great leaders to succeed. They want to have faith that if the leader succeeds, they too, will succeed.
The other side of the coin is humility. The ability to be without pride or arrogance. A leader that recognizes his or her equality with followers is truly inspiring. To borrow a phrase from the Bible, "When pride comes, then comes disgrace, but with humility comes wisdom." (Proverbs 11:12)
The dangers of leadership
"Do what is right, not what is easy," is the often-quoted line, because leadership is not easy, and can even be dangerous. "Leadership becomes dangerous," as Harvard professors Ronald Heifetz and Martin Linsky write, "when leaders question people's habits, values and beliefs and people cannot see the bright future leaders ask them to sacrifice for, but see only suggested possibilities requiring great loss."
Indeed, the difficult part is "... to actually exercise power when you get to the top — to actually get things done," according to Gergen. He opines that it's easy to become a leader, to get to the top, especially with the advent of social media. However, it is difficult to become a good leader, as there are "... so many barriers in the way of progress."
Leaders adapt
This is where adaptive leadership is needed. Heifetz, one of the world's foremost figures on the practice and teaching of leadership, says adaptive leadership is "the practice of mobilizing people to tackle tough challenges and thrive." These leaders are "open-minded, willing to self-correct and empathetic toward their employees," where adaptive leaders value every person's opinion, and that each team member has the ability to solve the challenges.
In conclusion, one final reminder. To quote Carl W. Buehne, "They may forget what you said — but they will never forget how you made them feel." And so, remember to convey your appreciation, thank them in public, praise their good work, and when possible, and with the help of social media — remember their birthdays.
The author completed her Master in Public Administration at the Harvard Kennedy School.