The tale of Leadership: Born or Made

 Abstract

This study aids in comprehending leadership through its theories and styles and discussing the most pertinent questions of whether or not a leader can be made. Over the course of the year, leadership theory has evolved. During the industrial period, "transactional theory" was popular among inhabitants, and now, in the age of entrepreneurs, "situational theory" is thought to be the finest. Successful leaders differ from one another in terms of leadership style, but one thing they all have in common is a forthright approach. Previously, it was thought that good leaders were born rather than made, but neoliberalism demonstrated that good leaders can be made with the right environment, guidance, and willpower. Although there are no hard and fast common traits of a good leader, a leader should inspire others by leading from the front. Besides that, a great leader aligns the organization's development with the personal goals of his or her team members. Belatedly, a great leader prioritizes the development of future leaders.

1.0 Introduction

Leadership entails a set of assertive characteristics such as decisiveness, awareness, focus, accountability, empathy, optimism, confidence, inspiration, and honesty. Leadership is the natural charisma that drives a team to give their all for their leader. A leader leads from the front and motivates his or her team through actions, not words. A true leader takes the initiative and believes in subordinates' ability to work efficiently and independently. They get satisfaction from accomplishing goals through the help of others. Leaders inspire others by sharing their vision and creating an environment where people feel valued and fulfilled. Great leaders want the success of their organization, including everyone involved. They take the time to get to know each employee to help them achieve their personal goals while also serving the institution. Leadership is the ability to acknowledge a problem and solve it. Leaders cannot and should not act alone. Visionary leaders also hire and inspire other leaders with faith to carry out the organization's values and instill a sense of purpose in each individual.

2.0 Theories of Leadership

A leadership theory explains how and why certain people become leaders. The emphasis is on the qualities and behaviors that people can adopt to improve their leadership abilities. According to leaders, strong ethics and high moral standards are essential qualities of a good leader. There are numerous leadership theories, but ten are particularly popular.

2.1 The Transactional Theory

Transactional theory increased company productivity during the Industrial Revolution. It emphasizes hierarchy for organizational efficiency. These managers value structure and enforce rules to motivate employees. This philosophy rewards workers for meeting goals. Workers must also follow management orders. Transactional leaders monitor their employees and reward and punish them for meeting goals. These executives don't expand a company. Instead, they follow the company's rules to ensure everything goes as planned.

2.2 Theory of Transformation

The transformational theory of management says leaders-staff relationships benefit the organization. This leadership theory states that good leaders motivate workers to do more. Leaders inspire their teams with a vision. Transformational leaders boost morale and performance. Since they lead by example, these managers motivate employees.

2.3 The Theory of Contingencies

The contingency hypothesis maintains that there is no best strategy for managing an organization. Both the internal and external factors of an organization are taken into account when determining the best approach to take when steering it toward its goals. According to the contingency theory, the ideal candidate would be one who would fit the profile of the ideal scenario.

2.4 The Theory of Situations

In a manner analogous to the contingency theory, this concept emphasizes the significance of context. It maintains that in order for a leader to successfully achieve goals and make judgments, they must adapt to the shifting context. The degree to which these leaders are competent and committed to their work can have an effect on the manner in which they choose to lead.

2.5 The Great Man Theory

According to one of the first leadership theories, leaders are born, not made, and cannot be taught. This hypothesis states that leaders are glamorous, decisive, wise, daring, assertive, and appealing. This view emphasizes that leaders cannot be taught. It's an innate trait. These abilities are natural and cannot be taught.

2.6 The Trait Theory

The great man theory is expanded upon by the trait theory of leadership, which is predicated on the idea that effective leaders have particular personality qualities and characteristics of behavior. The trait leadership theory was developed in response to the great man leadership theory. Because they possess these qualities, they have the potential to become effective leaders in a variety of settings. It also encourages the notion that some people are more naturally gifted as leaders than others. This is something that is not true. Effective people have hobbies and characteristics of their personalities that are very different from those of people who are not leaders.

"Let's do it" instead of "Do it."

2.7 Behaviorist Theory

This view holds that environment shapes leadership. Management requires various learning skills. Unlike the leadership model, the behavioral idea states that leaders are formed and trained. Leadership qualities are shaped by behavior, not personality. With training, anyone can lead.

2.8 Behavioral Theory

Behavioral leadership theory believes other leaders can emulate leaders' actions. As is sometimes known, the design theory suggests that successful leaders can be taught rather than born with it. Behavioral theories of leadership emphasize pacesetter behavior as the best indicator of leadership success. The behavioral learning hypothesis emphasizes behavior over traits. Accordingly, "styles of leadership" are observed behaviors. Task-oriented, club, people-oriented, dictatorial, status-quo, and other leadership styles exist.

2.9 Functional Theory

The functional leadership theory emphasizes how an organization or business is led rather than its leader. Instead of one person, a group of people's behaviors supports functional leadership.

2.10 Integrated Psychological Theory

Integrative leadership may promote collaboration across boundaries for the common good. It integrates industry, government, nonprofits, media, and the community leadership theories and practices.

3.0 Leadership traits

The first half of the 20th century assumed that a finite set of traits could be used to select and promote leaders. The "great man" theory influenced this search, which focused on how (mostly male) figures gained and maintained power. These people were thought to be born leaders and succeed due to their personalities. Ralph Stogdill (1974) found traits that appeared more often in trait studies. However, other studies have not found the same set of traits, and as the list grows, it is now widely accepted that no such definitive set will ever be found. However, weak generalizations may exist.

According to the Ralph Stogdill study, a good leader comprise of qualities as below-

§  Strong drive for responsibility,

§  Focus on completing the task,

§  Vigor and persistence in pursuit of goals,

§  Venturesomeness and originality in problem-solving,

§  Drive to exercise initiative in social settings,

§  Self-confidence,

§  Sense of personal identity,

§  Willingness to accept consequences of the decisions and actions,

§  Readiness to adsorb interpersonal stress,

§  Willingness to tolerate frustration and delay,

§  Ability to influence the behavior of others,

§  Capacity to structure social systems to the purpose in hand.

4.0 Leadership styles

Many different models of leadership have emerged over the course of time in order to successfully guide organizations and accomplish their missions. Each time-honored traditional leadership method has its own benefits and drawbacks. The following is a list of some of the most common types of leadership:

4.1 Authoritarian Leadership

The leader can set specific expectations and define strict outcomes when using an authoritarian leadership style. Rather than delegating leadership roles to others, one person is usually in charge of the entire group. When the leader has the most knowledge to achieve the set goals, this type of leadership can be beneficial. If the group is short on time, having one leader can be efficient, but the team's creativity may suffer as team input is limited.

4.2 Democratic Leadership

Democratic leadership functions similarly to democratic government. The entire team communicates ideas and has a say in project direction, but the leader makes the final decision. A democratic leadership style can be extremely effective in various situations because lower-level team members learn valuable skills they can apply in future advanced positions. This style is similar to how decisions are frequently made in leadership settings, such as company board meetings.

4.3 Transformational Leadership

As the name suggests, a transformational leadership approach transforms or improves on its goals. While each team member has tasks to complete, a transformational leader will try to push each member outside of their comfort zone in order to achieve innovative results. As a transformation leader, you would serve as a role model for team members to follow in order to help you achieve your goals.

4.4 Transactional Leadership

When a leader uses positive or negative reinforcement, such as rewards or punishments, to encourage team members to complete tasks, this is referred to as transactional leadership. The leader will establish incentives for team members who meet their goals and will set a defined goal or task. This leadership style focuses on following predetermined procedures or routines rather than changing or transforming a company or organization. The goal is to motivate employees through incentives to complete tasks efficiently.

4.5 Laissez-Faire Leadership

Laissez-faire is a French term that refers to allowing your team members to do whatever they want at work while trusting them to complete tasks that support your vision. In essence, this leadership style does not establish specific policies or deadlines for team members. Laissez-faire leadership relies on employees to complete tasks, and leadership is more concerned with running the business.

4.6 Situational Leadership

Situational leadership takes each team member's skills and applies them to a specific situation. With this leadership style, one can ask people to do things instead of telling them. First, evaluate each team member's skills and self-confidence. Each team member has different skills and motivation to complete tasks. If one leads everyone the same way, one may only succeed with some. Some team members may like the way of leadership style, while others may dislike it. Situational leadership lets one adapt to each team member's unique circumstances, creating a flexible and successful work environment.

5.0 Born or Made

It's a question as old as time: can leaders be developed? No matter what you believe, it's obvious that there's a wide range of personality types among successful leaders. The idea that leaders are more often developed than born is gaining popularity. While it's great when an employee has a natural knack for leadership, many people still need frequent practice and access to resources in order to develop into effective leaders.

5.1 Leaders Come in All Shapes and Sizes

Not all leaders look the same or follow a specific type. The world's most powerful leaders have unique traits that help them succeed in their fields. From various personality types to particular skills and knowledge, leaders understand how to influence the people around them, though their kind of influence varies from company to company. Many still believe that extroverts make the best leaders. However, many introverts have the capacity for excellent leadership in a business. Administrative people can handle details and remember important information. Others enjoy strategic leadership, checking in with team members and encouraging them to pursue unique opportunities or advance the company's mission. Strategic, administrative, or relational leaders can benefit from personal development. While your natural upbringing could influence how you lead, development and practice strengthen your leadership abilities and style.

5.2 Life and Work Experience Informs Leadership

Life and work experiences often determine leadership success. It may improve their leadership skills if they've faced personal or professional challenges. Leadership requires lifelong learning. Life's challenges can help you make good decisions and help others make better ones. Watching influential leaders can also help you lead. Learn from their struggles and share them with your team. Life has taught the best leaders. They know new experiences can improve their skills and the company.

5.3 Leaders Need Coaching and Practice

Consistent practice and coaching also create leaders. Many leaders recall their first job or team management experience. Great leaders learn from every experience, no matter how small. Their leadership and job experience prepare them for success elsewhere. Learning new skills and having the discipline to practice until a breakthrough improves leadership. The best leaders know their weaknesses and how to improve. Driven leaders know their limits and strive to take on difficult leadership roles. Leaders need lifelong coaching. Teachers, mentors, supervisors, and trainers can be coaches. Leaders are often nurtured by others rather than born with special talents. Leadership coaches know how to help their students lead well. These teachers matter too. They should recognize that new leaders may struggle to accept criticism and encourage others to be humble and open to feedback. Anyone can learn leadership and succeed with a trusted coach.

5.4 Leadership Needs Purpose and Context

Leaders need a purpose to succeed. Some succeed in their areas of expertise. Success depends on why you want to lead. Good leaders want to achieve a goal, while others like attention or control. Leadership requires more than a natural desire to lead. Helped leaders balance their mission and their role in it. They help the company and staff achieve goals and share their values with customers and clients. Leaders need a purpose and a certain environment to succeed. A good leader fits their environment and has the skills to succeed.

5.5 Leaders Can Possess Empathy

Some think good leaders are charismatic, outgoing, and good public speakers. This isn't always true. Extroverts are good at socializing, but introverts can lead too. Leaders are made, not born, because many introverted and extroverted leaders have had to develop their emotional intelligence. Emotionally intelligent people can inspire others and themselves. They understand their teammates' feelings and plan tasks and skills accordingly. Emotional intelligence helps leaders form intentional bonds with others. Emotional intelligence drives great leadership, but many overlook it. Understanding your team's emotions can help you resolve conflicts and motivate employees. You can also act professionally in social situations and read the room's emotions.

6.0 Conclusion

Leaders have certain traits, but defining leadership is difficult. Good leaders inspire their followers and set performance expectations. Their talent inspires others to work hard. They set to fun, challenging, and inspiring tasks. Good leaders motivate others to work hard because they want to work for them.

Good leadership drives organizational success. A leader who motivates employees to perform at their best will likely see success throughout the organization. Strong leadership creates more leaders. This is effective because it develops leaders internally rather than hiring them. It also develops leaders who understand company values and processes. Good leadership creates a culture where employees work hard for each other. This boosts performance across the company.

There's a common misconception that strong leaders can't be developed in others, that they just have it in them. False. A leader can be developed through a combination of innate talent, training, and exposure to various theories and models. It's safe to assume that even the most successful leaders have picked up some of their techniques from others at some point in their careers. Keep expanding your knowledge base and honing your abilities through exposure to new situations and information. Developing these abilities and learning to lead effectively can make you an invaluable asset to any company and one will likely be rewarded monetarily. No two leaders are the same, and there is no "one size fits all" approach to management. Consequently, you shouldn't worry that your developing leadership style isn't textbook perfect as you go along. Models and theories of leadership provide useful frameworks within which to hone your own leadership abilities.