In Liberal Democracies, Great Leaders are Not Born, They Are Made - Essay Example

In Liberal Democracies, Great Leaders are not Born, They are made’ Student’s name Institution’s Affiliation Course +Code Professor’s name Date ‘In Liberal Democracies, Great Leaders are not born, they are made’ Introduction Leaders can be described as people who use their skills and intuition to effectively manage both society and the necessary resources towards the attainment of specific goals. (Great leaders have successfully taken the responsibility to guide others and inspire them to achieve success Di Giulo 2014). However, one of the most controversial debates centers on the manner in which great leaders come about; are they made or born? The contention on the source of some leadership abilities has elicited various reactions, and in essence escalated both the debate and research on the notion of whether great leaders are born or made. Imperatively, if leaders are born, the argument would be that each one of us possesses both the ability and potential to make a great leader. This essay, therefore, argues that in liberal democracies, great leaders are not born, but are made. It is factual to note that indeed some people are born with innate leadership skills. This expertise range from confidence to communication, creativity, and courage. However, the possession of these essential skills does not make one a great leader unless the said abilities are both nurtured and developed. This is by all accounts for the person to master the art of leadership and in the long run grow into a great leader. According to Michael Farlow (2012) leadership is developed when people born with rare leadership qualities are nurtured articulately through both training and education. With the aid of numerous research studies carried out at both Harvard and Boston Universities, Warren Bennis, a renowned author of over thirty books and presidential adviser, drew the conclusion that leaders are made and not born. Warren is categorical that no great leaders had by virtue of an extraordinary birth indicated that they would grow into great leaders. He adds on to this statement by giving examples of Nelson Mandela, Abraham Lincoln, Dr. Martin Luther King Jr., Winston Churchill and by extension Bill Gates and Steve Jobs who grew into this category (The Economist 2008)., The said leaders became phenomenal through focused effort and daily action in addition to the hard work they put in.Warren further postulates that while genetic qualities are necessary and can help in speeding up the development of a leader, no evidence exists to indicate that leadership is borne out of one’s DNA.This emerges based on a result of the personality that an individual possesses (Gentry et al. 2012). Further, research indicates that gender does not play a significant role in offering an explanation concerning the difference in leadership potential that exists between men and women. Some research findings, for example, show that women are more effective leaders as a result of higher leadership standards used when selecting and appointing them to leadership positions. Again, leaders come in different shapes and sizes, and few features can be used to predict one’s leadership abilities. Ambler (2017) posits that people who can effortlessly adjust, are social malleable, curious and ambitious are highly likely to become great leaders as compared to those with higher IQ.This is because IQ contributes less than five percent to the probability that one may in future become a great leader. Leadership conduct like all other human practices is a combination of two factors namely, the environmental and genetic factors interplay. Imperatively, some individuals may be naturally blessed with essential leadership attributes and qualities. Studies have demonstrated that close to sixty percent of behavior exhibited in leadership are influenced and nurtured with time (Gentry et al. 2012).Leadership, therefore, is about learning a set of skills and behavior. These are not necessarily demeanors that an individual uphold from birth. Leadership is not inescapably about a charismatic personality that consists of smooth and persuasive talk (Ambler 2017). In fact, leaders throughout history have used their unique personalities to develop essential leadership styles based primarily on the personal struggles, adversities and endurance that they have undergone when championing for a course they are passionate about.Historically,indications are that most of the great leaders at the helm of liberal democracies are self-made and are products of their genetic composition. Great forerunners’ demonstrate their reflection by depicting who they are and the kind of change that they visualize and desire to bring about. Most of what they envisage is about the ideals they aspire to make in the world. These individuals have demonstrated that they possess a deep understanding of who they are and connect it with what they want to be based on the prevailing circumstances. It is on this basis that the argument brought forth that leaders are born with their abilities finds neither foundation nor basis. Leadership is a collection of necessary skills that are mostly learned, developed and, with time, improved based on the conditions existing in the environment. Governance is determined by adjusting to the said conditions and rallying a given group of people to either accept the circumstances or do something to change if such conditions are not conducive for development. Great leaders are created through training. For instance, the most prominent with exceptional skills learn the art of communication that consists of listening skills and accepting essential feedback in the most practical ways (Di Giulo 2014). Outstanding leaders show empathy and are patient towards the plight of those around them. Further, these very leaders learn the art of how to belong and relate to teams and in the process make such groups effective in both their roles and goals. Moreover, remarkable leaders are confident in their activities. This is especially evident when for example, they can deliver motivational speeches and in the process encourage others. However, it must be noted that courage and confidence are traits that must be developed over a given period. When people interact with others, they develop assurance and self-esteem and in the process build the momentum for good communication and fresh ideas. The said leaders develop these traits through constant interactions at different levels (Judge et al. 2004). For instance, in various organizations, these leaders frequently interact with employees through personal interrelation and live work decisions that they make which in many instances affects people from diverse backgrounds. Furthermore, they build confidence by learning their organization, the industry that they operate in, and through social life. Through such learning processes, leaders gain knowledge and become experts in different fields. As this is happening, they become not only respectable but resourceful people to their organizations. The efforts they put in have a bearing on those around them either directly or indirectly, for example, employees and the community in general. It follows that under such conditions, the said leaders can build their successes while at the same time inspire both those that are close to them and their subordinates to flourish in their initiatives. Additionally, in research conducted by Cambridge University Press to study expertise and performance in various fields and professions such as computer programming, aviation, acting, medicine and surgery, chess and writing just to mention a few, the findings indicated that most experts practicing in this fields are always made and not born. The study found that developing know-how cannot come naturally, and it is not an aspect of nature that one can be born with, but needs constant and deliberate practice (Ambler 2017). Imperatively, leaders, like professionals, must ensure that they regularly and purposefully practice acquiring, master, and effectively apply their leadership attributes to encourage a following and with the same breath arouse others. Leaders are made through their struggles, hard work, and the sacrifices that they make. The result of this is an attainment of what they want to see in organizations, their communities, countries, and even the entire world. For instance, doctors, scientists, and engineers among other professionals must learn these skills by attending different schools training their line of work while also deliberately practicing what they are taught and coached through feedback and experimentation. This art is carried out so that they understand their skills effectively. It follows that leaders cannot be an exception and should, therefore, learn in an appropriate setting. Accordingly, studies have demonstrated that excellence in any profession does not come about as a result of natural talent but rather consistent deliberate practice (Ericsson et al. 2007). Therefore, while most people have the potential to become great leaders, developing leadership skills require the need for one to make determined efforts so as to realize their potential to lead. Leaders develop their skills through the measured determination and practice by taking risks, stretching their imagination and going against the wishes of various people spread out in different spheres of society. These compasses include political, social, and economic aspects. These people risk their lives by stepping out of their comfort zones and encountering challenges in a more courageous manner dissimilar from other people (Gentry et al. 2012). It suffices to note that indeed if leaders are born, then all and sundry have the ability to move from their comfort zones and aspire for ambitious goals that can only be termed as either too risky or out of the ordinary. Additionally, leaders are known to ooze stimulus in addition to good intelligence levels that allow them to influence others. This permits the inspired group to champion their course by following both their directives and commands. Such abilities require a person not only to be charismatic but to also be sociable. Psychoanalytical theories state that the character traits that one exhibits during their adolescence years re-emerge at their adult stage of development and throughout their life (McCrimmon 2007). However, one cannot be successful as a leader if they do not possess the requisite knowledge and skills. The expertise and consciousness are acquired through experience, attending of schools and adherence to training. The leaders also require intelligence to retain what they have learned and use it effectively in future. These leaders, therefore, can acquire greater knowledge levels and an understanding of the complexities through learning. With these developments in place, an emphasis is laid upon the notion that leaders are indeed made and not born. Furthermore, leaders must be responsible and have integrity (Farlow 2012). Integrity and responsibility are not innate skills but are acquired in life due to various interactions with people from different walks of life. It is also one’s responsibility to choose if they intend to maintain integrity in their practices. Responsible leaders both accept blame and take responsibility when things go wrong. This in addition to taking necessary action aimed at solving diverse problems. Leaders are again authentic in that they have to create a balanced life driven by the motivation to achieve a desired outcome or result. Such principles are acquired, nurtured, and developed over a duration of time. However, one cannot be trustworthy if they do not have long-term goals, do not understand the type of a person they are and what they want to become. Leaders, therefore, learn how to align their actions with their decisions with the aim of achieving what they crave and desire both socially and in their workplace. It suffices to note that leaders acquire attributes that allow them to influence others in many sectors of their lives. Conclusion The controversy and argument about how leaders come about continue to prevail in society in the midst of our day to day activities. However, this essay is categorical that great leaders in history have made themselves through learning and interacting with others, especially their mentors. The unique skills that one may have been nurtured, and developed through learning and taking deliberate decisions to practice them. Further, social lives and consistent interactions are some of the most useful sources of formulating and cultivating the leadership skills that result in the emergence of great and inspiring leaders. These very leaders in turn grow and in future become mentors to others. Great leaders have made tremendous personal sacrifices to rise above challenges to demonstrate that they believe in what they want. It is therefore wise to conclude that leaders are not born but are made. References Ambler, G. (2017). “Leader Are Not Born, They’re Made. Leadership Develops”. Accessed on June 13, 2017, from http://www.georgeambler.com/leaders-are-not-born-theyre-made-leadership-develops/ Di Giulo, J (2014). “Are leaders born or made?” Accessed on June 13, 2017, from https://www.researchgate.net/publication/270684591_Are_leaders_born_or_made Ericsson, K.A., Prietual, M.J. and Cokely, E. (2007). “The Making of an Expert”, Harvard Business Review. Accessed on June 13, 2017, from https://hbr.org/2007/07/the-making-of-an-expert Farlow, M.J. (2012). “Leaders are Made Not Born: 40 Simple Skills to Make You the Leader You Want to Be. St. Louis, Missouri: Link Up Publishing. http://www.leaders-are-made.com/LeaderData/Leaders%20are%20Made%20not%20Born%20Sample.pdf Gentry, W., Deal, J.J., Stawiski, S., and Ruderman, M. (2012). “Are Leaders Born or Made? Perspectives from the Executive Suite”. Accessed on June 13, 2017, from https://www.ccl.org/wp-content/uploads/2015/02/AreLeadersBornOrMade.pdf Judge, T.A, Ilies, R., and Colbert, A.E. (2004). “Intelligence and Leadership: A Quantitative Review and Test of Theoretical Propositions”. Journal of Applied Psychology, vol.89, no.3, pp.542-552. http://www.timothy-judge.com/Leader%20IQ--JAP%20published.pdf McCrimmon, M. (2007). “Are There Any Born Leaders?” Accessed on June 13, 2017, from http://ezinearticles.com/?Are-There-Any-Born-Leaders?&id=477742 The Economist (2008). “Warren Bennis” Accessed on June 13, 2017, from http://www.economist.com/node/11773801 Read More