Leaders Are Born Not Made
Abstract
The topic of our research was “Leaders are born not made”. The objective of this research paper is to determine how leaders react to this line, & to determine how it affects their leadership. The paper also tries to find out the ultimate logics behind this comment.
Our hypothesis in some cases was proved to be true and in other cases proved false. Upon conclusion of the surveys and the interviews, we came to the conclusion that leaders are not necessarily born instead they are made. We also concluded that traditionally, leadership skills were thought to be something people are born with; that leadership is at least in part about being genetically lucky. But as researchers correlated scores on IQ and personality tests, they found only a modest and moderate relationship that did not differentiate leaders from non-leaders in any way. Even a behavioral correlation established the same. Leaders were shown to be non-distinguishable from other people in terms of their intelligence and other abilities. Leaders seldom appear to have a past where they exhibited some extraordinary physical or mental capabilities.
Hypothesis
Leaders are individuals who establish direction for a working group of individuals, who gain commitment from these group members to this direction, and who then motivate these members to achieve the direction 's outcomes.
This definition is broad enough to allow for a wide variety of leader behavior. For example, setting direction can range from establishing strategic direction for the corporation to setting daily production goals for a team or individuals. Secondly, a leader need not exercise all three elements to be a leader in the eyes of others. Leaders can be found all over organizations fulfilling one or all of these roles.
Developing some clarity about the "born-or-made?" debate is essential to a discussion of leadership training. The current consensus is that it is both. In a majority of cases, genetics and early family
The topic of our research was “Leaders are born not made”. The objective of this research paper is to determine how leaders react to this line, & to determine how it affects their leadership. The paper also tries to find out the ultimate logics behind this comment.
Our hypothesis in some cases was proved to be true and in other cases proved false. Upon conclusion of the surveys and the interviews, we came to the conclusion that leaders are not necessarily born instead they are made. We also concluded that traditionally, leadership skills were thought to be something people are born with; that leadership is at least in part about being genetically lucky. But as researchers correlated scores on IQ and personality tests, they found only a modest and moderate relationship that did not differentiate leaders from non-leaders in any way. Even a behavioral correlation established the same. Leaders were shown to be non-distinguishable from other people in terms of their intelligence and other abilities. Leaders seldom appear to have a past where they exhibited some extraordinary physical or mental capabilities.
Hypothesis
Leaders are individuals who establish direction for a working group of individuals, who gain commitment from these group members to this direction, and who then motivate these members to achieve the direction 's outcomes.
This definition is broad enough to allow for a wide variety of leader behavior. For example, setting direction can range from establishing strategic direction for the corporation to setting daily production goals for a team or individuals. Secondly, a leader need not exercise all three elements to be a leader in the eyes of others. Leaders can be found all over organizations fulfilling one or all of these roles.
Developing some clarity about the "born-or-made?" debate is essential to a discussion of leadership training. The current consensus is that it is both. In a majority of cases, genetics and early family
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