‘Leaders are born’: the biggest business myth

It is the nature versus nurture debate that has puzzled researchers for centuries, but experts say in business, it’s all about environmental influence

Genetics may be responsible for blue eyes and a chiselled jaw, but when it comes to leadership, this is pretty much where the work of your DNA stops. Contrary to popular belief, the common perception that leaders are born and not made is shown by experts to be one of the biggest myths in business. Recent studies narrow the percentage of leadership linked to genetics to a mere 30 per cent, accounting for attributes like height, sound of voice and physical appearance, which may aid in the influence over others. That leaves an overwhelming 70 per cent of a leader’s ability to come from lessons learned through real life experiences. Griffith Business School senior lecturer in management Rod Gapp, says good leaders are developed through their environment, although what we understand to be a good leader has changed dramatically in recent times. “Leaders are now becoming helpers,” Gapp says. “Traditionally, leaders were very much tellers and instructors.” According to Gapp, the best leaders are participative and see their role as assisting the people they are leading to achieve their goals. The opposite of a good leader is a narcissistic leader – something Gapp says is a danger in the workplace. “Narcissistic leadership is all about making that person shine and there’s very little consideration back down to the people underneath them,” Gapp says.

But the managers who understand the key to success is having quality leaders at the helm of their company, and place emphasis on the professional development of their managers, are the ones who succeed.

For those who find themselves in the awkward position of being an ‘accidental manager’, becoming a great leader can be fraught with difficulty.

These are often people who are highly skilled, hard-working and loyal team members rewarded with managerial roles, albeit without any support, training or guidance.

But with the right support, resources and networks, these professionals can learn how to transition into leadership roles and go on to achieve great success without the risk of falling into the narcissistic category.

It’s not a crime to fall into management ‘accidentally’ – in fact, most accomplished and successful leaders start there.

However, in the highly competitive management industry, employers look for ‘intentional leaders’; those committed to the lifelong learning and development journey.

The increasing demand for intentional leaders has seen the introduction of the Chartered Manager accreditation that offers the key to further leadership careers and give managers a competitive edge by proving them as intentional leaders. The Chartered Manager designation is the highest status you can achieve as a leader and acts as a globally-recognised accreditation to formally recognise leadership experience. The Institute of Managers and Leaders Chief Executive David Pich says Chartered Managers are required to demonstrate the positive impact they’ve had on their workplace over the past 18 months and how they’ve used the key skills of managing change and leading people to achieve it. “By becoming Chartered, they prove their commitment to management and leadership as a profession,” Pich says. “Organisations with Chartered Managers perform better as these intentional leaders understand leadership is about others. “The leadership skills they are committed to developing allows them to manage stress, lead ethically, use emotional intelligence and use their abilities to support their team.”

For more information on how to become a Chartered Manager, head to managersandleaders.com.au/charteredmanager/

“ORGANISATIONS WITH CHARTERED MANAGERS PERFORM BETTER AS THESE INTENTIONAL LEADERS UNDERSTAND LEADERSHIP IS ABOUT OTHERS” DAVID PICH, IML

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