Assignment 2 Discussion: Are Leaders Born Or Made 767606

Assignment 2 Discussionare Leaders Born Or Madetop Level Managers H

Assignment 2: Discussion—Are Leaders Born or Made? Top-level managers have a greater need for interpersonal and decision-making skills than technical skills. Middle-level managers have a balanced need for all three skill sets. First-level managers have a greater need for technical and interpersonal skills than decision-making skills. So, are leaders born or made?

You may think this is a trick question, because many leading experts argue that the answer is both. Research concurs, “effective leaders are not simply born or made, they are born with some leadership ability and develop it” (Lussier & Achua, 2012). If leaders were born and skills could not be developed, leading business schools would not be teaching leadership, you would not be taking this course, and major corporations would not spend millions of dollars on leadership training each year. Of course, all of this is highly subjective and argued among scholars and leadership specialists all over the world. Using the module readings, Argosy University online library resources, and the Internet, respond to the following: Do you believe that you are a born leader? Do you believe that you can develop your leadership skills to improve job performance? Give some examples to illustrate your point. Describe a specific instance of leadership you or some other leader displayed when performing a figurehead, leader, or managerial role. For each of the three roles, be sure to identify the leader, the role by its name, and the specific instance. Did the behavior have positive or negative consequences? Why? How did this affect your future performance? Write your initial response in a minimum of 200–300 words. Apply APA standards to the citation of sources. Beginning Saturday, February 13, 2016, post your responses to the appropriate Discussion Area. Through Wednesday, February 17, 2016, comment on at least two of your peers’ responses. Do the following when responding to your peers: Read all posts from your peers. Respond to feedback on your post and provide feedback to other students on their ideas. Provide substantive comments by contributing new, relevant information or quotes from course readings, academic and trade journals, company websites, or other sources; building on the remarks or questions of others; or sharing practical examples of key concepts from your professional or personal experiences. Make sure your writing is clear, concise, and organized; demonstrates ethical scholarship through accurate representation and attribution of sources; and displays accurate spelling, grammar, and punctuation.

Paper For Above instruction

The discussion question addresses a fundamental debate in leadership studies: whether leaders are inherently born with certain qualities or if leadership skills can be cultivated over time. The consensus among scholars, including Lussier and Achua (2012), suggests that effective leadership is a combination of innate traits and acquired skills. This perspective is supported by the extensive training programs and leadership development initiatives implemented by corporations and educational institutions worldwide.

Personally, I believe that I possess some natural leadership tendencies, such as effective communication, empathy, and decisiveness. However, I also acknowledge that leadership is a skill set that can be significantly developed through deliberate practice, education, and experience. For instance, I have taken on leadership roles in team projects, where I learned to motivate team members, delegate tasks effectively, and resolve conflicts—skills that enhanced my confidence as a leader.

A tangible example of leadership occurred during my role as a project leader in a community service initiative. As a figurehead, I represented the organization during community meetings and public events. My role was to promote the project and garner support. The positive outcome was increased community engagement and a successful project launch. This experience reinforced the importance of representing an organization accurately and positively, which boosted my ability to navigate public and stakeholder interactions—crucial for future leadership roles.

In a managerial context, I observed my supervisor who performed as a leader during a crisis when a major supplier failed to deliver essential materials. Her quick decision to communicate transparently with the team, reassess priorities, and motivate the team to adapt demonstrated excellent decision-making and interpersonal skills. Her behavior mitigated potential setbacks and maintained team morale, leading to a positive outcome despite adverse circumstances. Witnessing her leadership in this situation influenced my understanding of the importance of adaptability and clear communication, qualities I strive to embody in my own work.

Lastly, as a figurehead, I recognize the power of role modeling and representation in leadership. Effective leaders set a tone for organizational culture and public perception, which can influence overall performance and morale. Whether through formal roles or informal influence, developing these leadership qualities—both innate and cultivated—can significantly improve individual and organizational effectiveness.

In conclusion, leadership is neither entirely born nor entirely made; rather, it is a dynamic interplay of inherent traits and learned skills. Continuous development, practical experience, and self-awareness are essential aspects of becoming an effective leader. Maintaining a growth mindset enables aspiring leaders to refine their abilities and positively impact their organizations and communities.

References

• Lussier, R. N., & Achua, C. F. (2012). Leadership: Theory, Application, & Skill Development. Cengage Learning.
• Northouse, P. G. (2018). Leadership: Theory and Practice (8th ed.). Sage Publications.
• Goleman, D. (2000). Leadership that gets results. Harvard Business Review, 78(2), 78-90.
• Bass, B. M., & Bass, R. (2008). The Bass Handbook of Leadership: Theory, Research, and Managerial Applications. Free Press.
• Yukl, G. (2012). Leadership in Organizations (8th ed.). Pearson.
• Collins, J. (2001). Good to Great: Why Some Companies Make the Leap and Others Don't. HarperBusiness.
• Heifetz, R. A., & Laurie, D. L. (1997). The work of leadership. Harvard Business Review, 75(1), 124-134.
• Kouzes, J. M., & Posner, B. Z. (2017). The Leadership Challenge (6th ed.). Jossey-Bass.
• Antonakis, J., & Day, D. V. (2017). The Nature of Leadership. Sage Publications.
• McGregor, D. (1960). The Human Side of Enterprise. McGraw-Hill.