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Discussthe Following In Your Learning Teams Discussion Forumare Lead

Discuss the following in your learning team's discussion forum: Are leaders born or made? Cite your sources during your discussion. As a team, decide on a conclusion. Create a 12- to 16-slide PowerPoint® presentation justifying the team's conclusion(s) about whether leaders are born or made. Defend the team's position on whether leaders are born or made. Justify the team's position using relevant research. Apply leadership theory to the team's position. Include an introductory slide and reference slide as a part of the presentation. Do not exceed slide limit.

Paper For Above instruction

Introduction

The debate over whether leaders are born or made has persisted for decades, capturing the interest of scholars, practitioners, and students of leadership alike. This debate fundamentally questions whether leadership qualities are innate traits one is born with or skills and abilities that can be cultivated and developed. Recognizing the importance of this debate provides insight into how leadership abilities can be nurtured within individuals and organizations, and it influences leadership development practices. This paper explores both perspectives, justifies a team conclusion drawn from relevant research, and applies leadership theories to support the findings.

The Nature vs. Nurture Debate in Leadership

The "born" perspective stems from the trait theory of leadership, which asserts that certain individuals possess inherent qualities that predispose them to be effective leaders. Traits such as intelligence, confidence, charisma, and decisiveness are seen as natural attributes that some people are born with (Stogdill, 1948). Trait theorists argue that these qualities are largely innate and relatively stable over time. For example, research has identified personality traits, like extraversion and emotional stability, as significant predictors of leadership emergence (Judge, Heller, & Mount, 2002).

Conversely, the "made" perspective aligns with behavioral and situational leadership theories, emphasizing that leadership can be developed through experience, education, and practice. The transformational leadership theory, proposed by Burns (1978), suggests that individuals can learn to inspire, motivate, and foster positive change regardless of their innate traits. Furthermore, research indicates that leadership skills are not solely dependent on personality but can be cultivated through deliberate training and development programs (Avolio & Bass, 2004).

Support for Leadership as a Malleable Skill

A significant body of research supports the idea that leadership is primarily a set of skills that can be nurtured. For instance, Dinh et al. (2014) highlight that leadership development programs effectively enhance individuals' capabilities by focusing on emotional intelligence, communication, and strategic thinking. Moreover, studies on leadership development initiatives have shown that non-innate factors, such as experiential learning and mentorship, contribute substantially to effective leadership (Day et al., 2014).

Additionally, empirical evidence from longitudinal studies demonstrates that individuals from diverse backgrounds can attain leadership roles through focused effort and education, further reinforcing the "made" perspective. Leadership competencies, including decision-making, strategic vision, and team management, are often acquired through deliberate practice, training, and feedback processes (Komives, Lucas, & McMahon, 2013).

Application of Leadership Theories

Transformational leadership theory provides a compelling framework supporting the "made" perspective. Transformational leaders inspire followers to exceed expectations by fostering an environment of innovation and change. Importantly, transformational qualities such as charisma, inspiration, and individualized consideration can be learned and cultivated through experience and education (Bass & Riggio, 2006). Similarly, servant leadership emphasizes that effective leadership involves serving others, which can be developed over time with intentional effort.

On the other hand, trait theory suggests that certain innate qualities contribute to leadership effectiveness. While traits such as extraversion and confidence are associated with successful leadership emergence, they do not guarantee successful leadership without the development of additional skills. Thus, integrating trait and behavioral perspectives offers a comprehensive understanding that leadership involves both inherent qualities and learned abilities.

Conclusion

After evaluating the supporting evidence and theoretical frameworks, the team concludes that leadership is predominantly a learned skill rather than an innate trait. While innate traits may facilitate the emergence of leadership, effective leadership capabilities are largely developed through experience, education, and practice. Applying transformational and servant leadership theories underscores the importance of continuous development and the potential for individuals to grow into effective leaders regardless of their starting traits. Therefore, organizations and individuals should invest in leadership development initiatives that focus on cultivating necessary skills, behaviors, and mindsets.

References

Avolio, B. J., & Bass, B. M. (2004). Multifactor Leadership Questionnaire Manual. Mind Garden.

Bass, B. M., & Riggio, R. E. (2006). Transformational Leadership (2nd ed.). Lawrence Erlbaum Associates.

Day, D. V., Fleenor, J. W., Atwater, E., Sturm, R. E., & McKee, R. A. (2014). Advances in leader development: Perspectives from practice and research. The Leadership Quarterly, 25(1), 63–82.

Dinh, J. E., Lord, R. G., Gardner, W. L., Meuser, J. D., Liden, R. C., & Hu, J. (2014). Leadership theory and research in the new millennium: Current theoretical trends and future directions. The Leadership Quarterly, 25(1), 36–62.

Judge, T. A., Heller, D., & Mount, M. K. (2002). Five-Factor Model of Personality and Job Satisfaction: A Meta-Analysis. Journal of Applied Psychology, 87(3), 530–541.

Komives, S. R., Lucas, N., & McMahon, T. R. (2013). The 5 Levels of Leadership: Proven Steps to Maximize Your Potential. Jossey-Bass.

Stogdill, R. M. (1948). Personal Factors Associated with Leadership: A Survey of the Literature. The Journal of Psychology, 24(1), 35–71.