Introduction achieve a specific goal, aim or

Introduction A person with the ability to set an
example and encourage others to follow along can be classed as a leader.
Therefore, leadership can be defined as the role of being responsible for influencing
others to achieve a specific goal, aim or purpose. (Hyacinth, 2014). People
often assume that management and leadership are both the same. Some writers
don’t bother to distinguish between the two when talking about leadership where
as others suggest that they are two different roles. Some managers within an
organisation often fail to lead because they become too focused on short term
activities, where as, effective leaders are capable of managing as well as performing
additional functions such as being visionaries, having the ability to get the
best out of people and understanding the process of change within an
organisation. (Hall et al., 2008).  Leaders come in all shapes and sizes,
which defines what type of a leader a person is. For example, an autocratic
leader may be the ideal person for a particular task or situation but this can
result in followers being dissatisfied because there is often lack of
motivation and rather high supervision involved. Although this type of
leadership may sound harsh, it is one of the most commonly used forms of leadership
within the armed forces because troops are often expected to show obedience and
to follow orders at all times. (Hall et al., 2008). Other styles of leadership
include; democratic, laissez-faire, paternalistic, situational, single status
organisation, contingency theories and trait theories.  Out of all the above mentioned
styles of leadership, the one that often sparks arguments amongst writers is the
trait theories since the statement ‘leaders are born not made’ always seem to
pop up. Study shows that it is possible for individuals to inherit certain
qualities, which makes them have a specific personality suitable for a
leadership role. Whether this is true or not will depend on many factors, which
in turn makes the arguments some how difficult to come to a conclusion.   Leaders are born not made Traits of leadership qualities
within an individual can sometimes be identified at a young age but does this
mean there a possibility that he or she was born with such qualities? This is
the question that has made researchers go further into trying to find factual evidence
to support their arguments.  Some argue that leaders are born because
otherwise some people wouldn’t be naturally good at certain things than others.
Where as, other writers also believe that depending on how we define
leadership, anyone can become a leader through education, training and
experience. If these two arguments come together to create a particular leader,
then it is possible to have a person whose personality would allow him or her
to train to master a skill that is considered to be a ‘natural’ leadership
quality. For instance, an instrumentalist who has always had a natural desire
to play an instrument would be particularly good at it if training is provided
to help polish what is already a passion within that person. Transformational and Transactional leadership Some behaviors are just the way
some people are from birth, which means that a person who is ‘naturally’
interested in the progress of other people would automatically be practicing an
individualized consideration type of leadership within an organisation. In
other words, this leader would spend a lot of time focusing on individuals by
trying to identify their needs in order to provide the necessary support to help
them achieve their goals. (Bruce J.Avolio, 2005).  A transformational leader
encourages followers to look beyond self-interest, sets individual goals,
provide a clear vision, promotes fairness, observes performance and coaches his
or her people to reach higher heights in terms of ambition. (Marques, J. 2010.
This type of leader usually attracts good comments from followers and is
somewhat considered a good leader. However, to become successful in this type
of leadership, one must be able to adapt to change and become an ‘awakened
leader’. (Marques, J. 2010). For instance, change in size of an organisation (therefore
making it more challenging to individualize), change in environment, (that is
adapting to or learning about a different culture), changes in technology
(internet evolving rapidly), etc. A person can be educated to have the
knowledge and skills required to be a transformational leader, however, the charismatic personality required to
lead in such a way that others see you as an inspiration would depend on one’s personality.
Its either you have it or you don’t and some people can learn to be charismatic
through life experiences or some may be born with such quality according to
some trait theories and it is often evident when such people get older. That is
why different leaders in similar roles would achieve different levels of
success depending on how they connect with followers. A transactional leader can be equally as ambitious as a
transformational leader; however, its main focus is often short-term goals and does
inspire followers by expecting them to give their best. (Caramela, S. 2017). These types of leaders often reward
followers for their work or punish them for doing something wrong. In this
case, personality can play a part in playing the role, however, this style of
leadership often leans towards knowledge and skills adapted through learning
and experience more than a charismatic leader. Often times, policies and
procedures dictates the decisions made by a transactional leader.  Conclusion Based on the few styles of
leadership compared above and the information gathered, the argument still
stands without a clear agreement to the statement: ‘Leaders are born not made’.
However, it definitely depends on the type of leadership an individual is pursuing
because otherwise anyone can be a leader naturally.  There are an awful lot of things
that can create an effective leader even if a person has undertaken a
leadership course to better his or her understanding. As mentioned under
transformational leadership, it is often ideal for an individual to have
specific qualities, and sometimes such qualities can be identified as being a
trait of inheritance. However, it can be argued that due to the rapid growth in
the use of technology in modern times, a real leader must be prepared to learn
or transform into adapting to change. (Hacker, S. et al 2003). A person can
seem to be born with a particular leadership quality based of the way he or she
implements those qualities but until he or she agrees to lead with an open mind
of adapting to things like cultural and technology changes, it can not be
justified that he or she is a natural born leader in that aspect.  


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