Leaders Are Born Not Made

Topics: Leadership, Management, Situational leadership theory Pages: 13 (4341 words) Published: December 25, 2012

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 experiences play the significant role in developing the personality and character needs that motivate the individual to lead. They also contribute to the development of the intellectual and interpersonal skills necessary to lead. But the research is expecting that ‘leaders are born not made’ would be the outcome. Methodology

Data for the research have been gathered and analyzed from the following sources: Primary Source: A total of 30 students from North South University were surveyed with questionnaires containing both open and close ended questions. North South University (NSU) is the first private university in the country with approximately 10.000 students, representing 5.46% of all private university students. Convenient sample was the method as it allowed information from both abusers and non abusers. Moreover, several interviews were taken from the senior executives of BRAC BANK LIMITED and their views were presented here as qualitative findings. Secondary Sources: According to The National Forbes magazine who studies a lot on leadership is quality both in born and made. Other reference has been taken from different online journals and magazines. Previous researches were also considered as the base of this study. Apart from that, online different books and journals from NSU library have been used as reference. 1. Introduction:

For centuries people have debated whether leaders are born or made. Several decades ago researchers started trying to answer the question. The debate goes on. It turns out to be a little of both. Leaders are sort of born and they're always made. Knowing the details will help you develop effective leaders for your company. But to me leaders are born and everyone can not be the leader. It seems like there's only one thing that a person needs to actually be born with in order to be a leader later in life. That's intelligence. A leader needs to be smart enough. Effective leaders aren't necessarily the smartest people in the room or the company...

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4 J.P. Kotter, A Force for Change: How Leadership Differs from Management (New York: Free Press, 1990), 124-125.
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