“Leaders Are Born, Not Made” – Fact or Fiction?

Leaders are Born, Not Made Theory

Let’s begin with the first assertion that leaders are bone, not made.

Which theory assumes that leaders are born and not made? Two hypotheses contribute to this idea: The Great Man Theory and Trait Theory.

Great Man Theory

Much of the work on the Great Man Theory took place during the 19th century by Scottish historian Thomas Carlyle. Carlyle said that “the history of the world is but the biography of great men.” In his view, leaders are inherently gifted with specific qualities that help them make an impression on the masses.

The Great Man Theory also suggests that those who hold positions of power deserve them because they’ve been endowed with unique gifts and traits. It implies that all great leaders share specific characteristics, regardless of when or where they lived.

Trait Theory

According to Trait Theory, leaders are born, not made.

The Trait Theory of leadership builds upon Carlyle’s early work. This theory suggests that leaders have certain inborn traits and innate characteristics that qualify them for their role. Their ability to lead comes from a combination of personality, physical, and intelligence traits.

The assumption behind Trait Theory is that if one can find people who possess the right traits, that person can improve an organisation’s performance and bring it closer to achieving specific objectives.

The Role of Genetics in Leadership

Some scientific research lends credence to the idea that leaders are born and not made. For example, numerous twin studies suggest that excellent leadership has a significant genetic basis.

One study specifically showed a link between leadership role occupancy and the rs4950 genetic marker. This single nucleotide polymorphism is found on the neuronal acetylcholine receptor gene, which is associated with personality traits.

Researchers suggest that those who possess this particular genetic marker are more likely to be successful and effective leaders.

Intelligence levels

The most influential leaders generally have an above-average level of intelligence. While anyone can gain intelligence through study and dedication, some research has also revealed that, to a certain extent, intelligence levels are inherited.

A group of Glasgow-based researchers interviewed 12,686 people aged 14022 every year from 1994 onward. Although the researchers took into account factors like education, race, and socioeconomic status, they found that the best predictor of intelligence among all subjects was their mother’s IQ.

It’s important to note, though, that scientists believe only 40-60 percent of intelligence is hereditary. The environment (school attendance, exposure to books and other learning materials, etc.) still plays a significant factor in one’s overall IQ.

The Psychological Attributes Of A Leader

Like intelligence, research suggests that psychological attributes are also partially heritable. Several personality traits can potentially be inherited from one’s parents, including the “Big Five,” which have an above-average level of heritability.

The Big Five traits are described as follows:

• Extroversion: Extroversion measures how energetic, sociable, and friendly people are. An extrovert is often described as a “people person.” They draw energy from spending time with others and may have an easier time leading meetings or overseeing groups.
• Neuroticism: Neuroticism is characterised by emotional instability and frequent episodes of sadness or moodiness. Someone with a low level of neuroticism would be more emotionally intelligent and stable.
• Agreeableness: Agreeableness is associated with traits like trust, altruism, kindness, and affection. Highly agreeable people are often more cooperative, whereas those who score low in agreeableness are more competitive.
• Conscientiousness: Conscientiousness is linked to high levels of thoughtfulness, impulse control, and goal orientation. Highly conscientious people tend to be more organised and detail-oriented.
• Openness: Openness is associated with imagination, curiosity, and a willingness to learn new things. People with a high level of openness tend to be more creative and adventurous.

Of course, one’s environment also plays a role in the development of these personality traits. However, genetic contributions cannot be ignored.

Leaders are Made, Not Born Theory

On the other end of the spectrum, some people argue that leaders are made rather than born. In other words, with the proper training and amount of dedication, anyone can become a leader regardless of their genetic background.

For example, the Behavioural theory of leadership is based on the idea that leaders can develop a set of skills and practise specific behaviours that make them suited for the role, regardless of their natural traits and tendencies.

This theory also posits that outstanding leadership requires lifelong learning and commitment. The best leaders will continuously seek out development opportunities that help them grow and progress rather than relying on their natural abilities and inherited characteristics.

Several leadership styles fall under the Behavioural leadership theory, including the following:

• People-Focused: People-focused leaders prioritise the needs of others (employees, clients, supervisors, etc.); their actions are driven by effective communication and relationship-building.
• Task-Focused: Task-focused leaders prioritise goal-setting, achievement, and structure; their work alongside their team members to produce results.
• Participative: Participative leaders include their whole team in the decision-making process, focusing on communication and collaboration. They do a great job of identifying people’s strengths and weaknesses and then assigning tasks based on those attributes.
• Status-Quo: Status-quo leaders strive to balance productivity with employee satisfaction, meeting needs without exceeding reasonable expectations.

Those who believe in the Behavioral leadership theory typically argue that leaders can develop the traits associated with these and other effective leadership styles.

One can learn to be an effective communicator, for example, or to build strong relationships with their colleagues. Even if they’re shy or more introverted, they still have the potential to excel in their role and help others achieve their goals.

The Leadership Industry

Consider the number of leadership books, courses, podcasts, YouTube videos, and other resources that are available today. The strength and expansiveness of the leadership industry also back up the idea that leaders can be made instead of born.

Research from K. Anders Ericsson suggests that deliberate practice is one of the most critical factors in someone mastering any skill — including the skills needed to become a great leader. Ericsson’s research evaluated elite and amateur musicians and revealed that deliberate practice was responsible for an astounding 80 per cent of the difference in outcomes between the two groups.

With this information in mind, it’s understandable that so many personal and professional development resources exist to train a new generation of influential leaders.

Every year, corporations across the globe spend billions of dollars on leadership development courses and activities. These investments are meant to contribute to individual and group growth, helping the organisation thrive and become more profitable.

Admittedly, professionals have mixed views on the effectiveness of leadership training. Some find it highly worthwhile, while others question its long-term impact. However, the fact that new resources are continuously released suggests that they have had at least some positive effects.

Before Everything, Be a Follower

For those who believe in the idea that leaders are made rather than born, it makes sense that every great leader would have to start as a follower.

Suppose someone starts in the follower or subordinate role. In that case, they will likely have more empathy and genuine concern for their team members when they eventually rise and take on a leadership position.

At one point, they were in the same place as their current subordinates. Because of their history, they understand the challenges of the job and know what kind of leadership they would have liked to have when they were a follower.

Starting as a follower, rather than immediately being thrust into a leadership position, also creates more opportunities for learning and growth.

Many professionals believe that effective leadership comes from continuously facing and overcoming obstacles. If one has never done this, they might struggle to cope with the challenges of leadership — even if they have the genetic predisposition to be a great leader.

Passion, Purpose, and Drive for Success

An enthusiastic and passionate leader – even someone who doesn’t have the ideal genes or personality traits for the job – will likely do a better job at motivating employees compared to someone who lacks passion and drive.

As the study from Ericsson suggests, deliberate practice plays a crucial role in one’s success in many areas, including leadership.

After all, who is likely to put in the deliberate practice needed to be a good leader?

In most cases, it’s probably the person who has a genuine passion for the job and truly wants to help the business or organisation succeed long-term. Their deliberate effort may lead to ongoing study and an openness to new views — both of which can make them more effective managers or directors.