For a long time, it was believed that leaders were born and possessed inherited traits. Although that can be true, it is reassuring that leadership, as a skill, can be learned. As Taylor (2003) explains, "Actually, most leaders are made, not born. As former President Dwight D. Eisenhower told his son, 'The one quality that can develop by studious reflection and practice is the leadership of men'" (p. 43). This text has a couple of important implications. First, yes, leaders can be forged by experiental learning; acting in a certain way. In other words, you have to walk that talk. Second, Eisenhower’s statment - made a few decades ago - stills holds true, which means that leadership is a universal, timeless quality. It is impervious to the evolving technological or socio-ecominic structures that push humanity forward.
However leaders can not lead in isolation. You have to work with and open the door for others and create conditions so they can perform independently and effectively toward a common objective. In my experince, to be able to “influence” others ( a good leadership trait) you must provide evidence of growth or rewards in order to entice the first steps. Leadership goes both ways. You have to be “open to new ideas, insights, and revelations that can lead to better ways to accomplish goals” (Kotelnikov, n.d., para. 6). This is nothing more than the quality of a “good listener” with others, or just having your ear to the ground.
One question arises when talking about leadership. Is it a condition of position or rank? Can one be a leader amongs peers since there is no formal authority? According to (Kotelnikov, n.d.), “leadership is influencing people to get things done to a standard and quality above their norm. And doing it willingly” (para. 6). By this definition, it is possible, although more difficutl to lead laterally, by creating conditions where peers can be inspired and encounter win-win situations. One must constantly look for better ways to train, mentor, coach, or learn from coworkers in both soft and technical skills.
In an organization where you have a mix of personalities and ambitions, it is crucial to have an environment that is conducive to employee empowerment. A true leader must create a “ values-based umbrella large enough to accommodate the various interests of followers, but focused enough to direct all their energies in pursuit of a common good” (Kotelnikov, n.d., para. 6). This does not mean you have to be a crowd pleaser nor a dictator. By using values you create guiding posts that other are naturally attracted to and therefore make them easier to influence.
The key takeaway is that for a true leader, born or not, these are all skills that can be learned and practiced. Some are accidentally thrown into leadership roles, while others gravitate naturally. Regardless, there are telltale signs that separate people that are good leadesr and others that just hold the title.
