There has been an age old debate over what makes a leader. Do you find the right stuff in the books or in your genes? To answer this problem, it has always come down to a matter of opinion, but today’s scientists are making grand leaps in their methods of isolating the characteristics of what makes a leader. Whichever way the dominoes fall; the core of the information clearly indicates that you get better at the things you practice.
In the article “Nature vs nurture: can you learn to be a successful leader?” by TheGuardian.com writer Martin Williams, he explores many concepts in and around our main question. Leadership has been found by studies done at the University College London to be partially hereditary. Studies done at Wake Forest University by management expert Professor Sean Hannah show that the neural circuitry related to leadership which was more nourished, or in this case, thicker inside of the brain casing indicated that a leader was more likely to perform better during leadership tests. This indicates that there may be a link between your parents’ abilities to lead and your own ability to lead.
Studies have come to show that there is a clear link between the genetic makeup of a person and their inherent ability to perform well in leadership roles. Specifically, a study done by researchers at Cambridge University showed that genes that indicate a person’s ability to lead in a transformational capacity do exist. Transformational leadership is an antithesis of transactional leadership which is based purely on the idea of a goal which is achieved by some form of payment, which could entail any form of value. Transformational leadership then, in turn, is based on concepts of the greater good and empowering people through a focus on the big picture and forms of intrinsic motivation.
The largest indication of someone’s ability to lead comes from their level of experience. Of course, on a level playing field, someone who has the genes for it will outplay someone without them. But, the genes are by no means able to outweigh the power of learning and practice. As stated in the article mentioned above, “Nobody can afford to stop learning – there isn’t ever a standing still point.” The science of leadership has shown that there is a degree of heritable material to augment learning. For myself though, I will always be learning about the art of leadership.
