Essays on Leaders Are Born Not Made - Critique of Statement Coursework

Download full paperFile format: .doc, available for editing

The paper "Leaders Are Born Not Made - Critique of Statement" is a good example of management coursework.   Leaders are an important part of society. They serve in ascertaining that things run smoothly around them by allocating duties and encouraging individual growth amongst followers so that the group can become better. They encourage their followers to work towards not only the short-term goals but also the long-term goals (Algahtani, 2014, pp75). They are therefore tasked with the responsibility of inspiring and motivating their followers towards achieving a certain goal as well as developing a vision that unites their followers.

The debate about whether leaders are made or born has been held for a long time. Those that argue in favor of leaders being made argue that anyone that is interested in being a leader can become one. All he or she has to do is learn how to act like one. Those in favor of leaders being born on the other hand claim that regardless of the intensity of the lessons that one is given in order to grow into a good leader, if one does not have the necessary traits or genes of being a leader, then he or she cannot be one (Shane, 2010, p81).

Although leaders are born, they still have to gain experience and learn in order to develop into perfect successful leaders. One of the reasons why it is true that leaders are born is because leaders should have certain character traits. According to the trait theory, leaders are supposed to have certain characteristics that cannot be taught but rather they have to be in a leader when he or she is born (Khan, et al. , 2016, p2).

Leaders that have succeeded in their leadership have had specific traits that cannot be learned. This, therefore, nullifies the claim that leaders can be made since though one can learn how to do certain things, he or she cannot change his or her character traits. One of the characters that are important in a leader is the ability to make decisions (Day, 2014, p121). Leaders often have to make decisions while under pressure. These decisions are in most cases required urgently.

A person cannot be shaped into a decision-maker but rather has to be an individual that is not afraid to make decisions especially when the decision is crucial in a project or an organization. For example, when Steve Jobs was leading Apple Inc. , he often had to make decisions that would affect the company’ s direction not only at that particular moment but also in the future. He, therefore, had to possess good decision-making skills that he had been born with to do successfully this on a daily basis.

One cannot be trained on how to be a decision-maker but instead, he or she is born with the ability to make important decisions whenever required (Shane, 2010, p81). Creativity is another character trait that a successful leader should have. He or she should have the ability to come up with creative ideas that could be used to solve the problems that his group or followers face (Shane, 2010, p137). Although there is a belief that the necessary leadership traits can be taught, one cannot be taught how to think creatively.

Creative thinking helps one come up with unique ideas that can be used as a strategic move in case of competition. For example, if one is leading the marketing department in a mobile phone company, he or she should come up with creative marketing strategies. The creative strategies are meant to help the company stand out from its competitors. A made leader may not be creative thereby making the competitors that have naturally born leaders at an advantage because their marketing strategies will be more appealing to the consumers.


Algahtani, A. 2014. Are leadership and management different? A review. Journal of Management Policies and Practices, 2(3), pp71-82.

Day, D. 2014. The Oxford handbook of leadership and organizations. New York: Oxford University Press.

House, R. 1996. Path-Goal Theory of leadership: Lessons, legacy and a reformulated theory. Leadership Quarterly, 7(3), 323-352.

Khan, Z. et al. 2016. Leadership theories and styles: A literature review. Journal of Resources Development and Management, 16, 1-7.

McCleskey, J. 2014. Situational, Transformational and Transactional Leadership and Leadership Development. Journal of Business Studies Quarterly, 5(4), 117-130.

Millisa, F. & Chi‐Sum, W. 2011. "Transformational leadership, leader support, and employee creativity", Leadership & Organization Development Journal, 32(7), pp.656-672.

O’Rorke, K. 2006. Social Learning Theory & mass communication. ABEA Journal, 25, 72-74.

Shane, S, 2010. Born entrepreneurs, born leaders: How your genes affect your work life. New York: Oxford University Press.

Thompson, G. & Glaso, L. 2015. Situational leadership theory: a test from three perspectives. Leadership & Organization Development Journal, 36(5), pp527-544.

Yukl, G. & Mahsud, R. 2010. Why flexible and adaptive leadership is essential. Constructing Psychology Journal, 62(2), 81-93.

Download full paperFile format: .doc, available for editing
Contact Us