As I have reflected on the recent presidential election, I have thought about what it takes to be an effective leader. Are they born leaders or a product of the times in which they serve? I came across a post I wrote approximately one year ago on this topic. I am reposting it as we consider what makes effective leaders.
Just this week I was reading an article in the Los Angeles Times by Michael D'Antonio titled "Trump's royal inheritance" (12/3/15). In that article, the author, who has written a biography of Mr. Trump, attempted to explain some of what he described as Mr. Trump's rejection of "basic standards of decorum". Rather than explain it as a psychological malady, he discussed this throughout the article in terms of Mr. Trump's view of his own leadership traits as an innate ability.
Putting aside Mr. Trump's candidacy for President of the United States (now President-elect), I was intrigued by the question raised, namely the title of this article: Are effective leaders born or made? This is the most basic and frequently asked question about leadership. The reality is that research on the topic leads to the answer both, but mostly made. In research summarized recently in the journal Psychology Today, estimates were that leadership is approximately one-third born and two-thirds made. This makes some sense when we observe that to lead effectively an organization or military unit is quite complex. It is not reasonable to expect a person would be born with all the requisite skills to do this complex job.
On the other hand, based on research, there do appear to be some inborn characteristics predisposing individuals to be leaders. Research suggests that extroversion, assertiveness, analytic skills, and social intelligence are associated with obtaining leadership positions and leader effectiveness. So can you become a leader if you are not born with the above skill-sets? Fortunately, the answer is yes as many skills of leadership can be learned through training and self development. The range of leadership competencies also includes good written and oral skills, self-confidence, self-awareness, emotional stability, and openness to new experiences. All of these are trainable and subject to experience whether you are extroverted or introverted.
As Erika Andersen wrote in a Forbes article on leadership (Are Leaders Born or Made?, 2012), "becoming truly self-aware means to cultivate, on a daily basis, an accurate sense of how you show up in the world and what motivates you". She noted that the majority of leaders with whom she'd worked were not self-aware and offered three recommendations:
Reflect on your own actions as impartially as possible
Invite feedback
Listen well
In working with and coaching numerous leaders over the years, I have found as well that both self-awareness and openness to experience are critical factors related to how well prospective leaders will develop. Those more open to feedback and learning embody a growth mindset versus a fixed mindset, in which you either are born a leader or not (credit Dr. Carol Dweck for this distinction). As has been shown, mindset is the ingredient driving success to include good leadership. Most of the time in work with leaders, it is their mindset where I have to do the most work. Almost all other factors can be developed and trained. So the good news is that if you seek positions of leadership, you are advised to seek out training and self development. With reasonable self awareness, openness to new experiences, and a mindset working for you rather than against, your chances of success are good. As always, change your thoughts and change your results.
Dr. Paul Longobardi
For information on these and related topics, please see my website at www.successandmindset.com.