Great man theories 

assume that the capacity for leadership is inherent—that great leaders are
born, not made. These theories often portray great leaders as heroic, mythic, and destined to rise
to leadership when needed;

Have you ever heard someone described as "born to lead?" According to this point of view, great
leaders are simply born with the necessary internal characteristics such as charisma, confidence,
intelligence, and social skills that make them natural-born leaders.
Great man theories assume that the capacity for leadership is inherent—that great leaders are
born, not made. These theories often portray great leaders as heroic, mythic, and destined to rise
to leadership when needed. The term "Great Man" was used because, at the time, leadership was
thought of primarily as a male quality, especially in terms of military leadership.

Coach Vince Lombardi

Legendary coach Vince Lombardi once said, "Leaders are made, they are not born." Follow
these 3 ways to better develop your future leaders.

"Leaders are made, they are not born. They are made by hard effort, which is the price which all
of us must pay to achieve any goal that is worthwhile."--Vince Lombardi

The legendary football coach Vince Lombardi's birthday is this month on June 11, and he
provided this great quote on leadership years ago, yet it is just as relevant today as it was then.
Why? Because every organization needs more great leaders and they don't just fall out of the sky,
they need to be developed.

Developing Leaders
According to the Association for Talent Development, U.S. businesses spent more than $70
billion dollars on training in 2015, with the majority of those dollars being spent on "leadership
training." However 75 percent of organizations say their leadership development programs
are ineffective.
Organizations clearly see the need to develop their leaders, but many fail at doing just that. One
major reason organizations struggle is because they treat leadership development and running the
business as separate, rather than interrelated challenges.
When you send a leader to be "trained" or "developed," you often take them out of their
everyday job with the hopes that in the day-long or week-long training they will retain something
they can apply.
While there is a chance this happens, much of it goes by the wayside, and this un-targeted,
shotgun approach yields little return.
A recent McKinsey report shared, "Too many training initiatives we come across rest on the
assumption that one size fits all and that the same group of skills or style of leadership is
appropriate, regardless of strategy, organizational culture or CEO mandate."
When you isolate leadership development from the rest of the business, you are creating leaders
who can operate in a vacuum but not operate in your business and your culture.
Obviously, that is not a desired outcome. You want leadership development that develops your
people to deliver your desired results.
3 Steps to Enhance Leadership Development
Experience working with small start-ups to Fortune 50 organizations show 3 steps that can help
pave the way to successful leadership development.   
   
1. Identify High-Potential Leaders Early
By having systems that identify high-potential leaders early, you allow the maximum time
possible to develop, train, and mentor those leaders.
Many of the leading organizations in leadership development according to Chief Executive,
including GE, P&G, and Dell have had these programs in place for years.
One of the risks you can run is identifying the wrong people with the wrong skillset of "to-be"
leaders. Too often we focus on weaknesses; when, in reality, we should be identifying their
strengths.
As Einstein said, "Everyone is a genius. But if you judge a fish by its ability to climb a tree, it
will live its whole life believing that it is stupid."
Make sure you are identifying the right leaders with the right skillsets needed to lead, and we
will all look like geniuses.
2. Align Leadership Development with Your Results, Culture, and Strategy
Aligning your leadership development with your key business results, culture, and strategy is
imperative. This ensures that any leadership "training" or "bootcamp" isn't just a retreat and time
away from the office but time applicable to the office.
I was speaking with the COO of a Fortune 500 Company who shared, "I am begging my team to
give us practical training that we can reinforce and integrate. We can't just send our people to to
a one-day workshop and expect them to change."
Stanley Black & Decker CEO John Lundgren combines formal leadership development with his
informal mentoring and coaching in what he calls "boundary-less" behavior: 
"I spend as much time as possible with our early-career, high-potential associates to ensure that
they understand our values and our strategy and that they are being given appropriate
opportunities to develop their leadership skills."
If our people don't understand your results, culture, and strategy, you are developing leaders who
have no direction of where to lead.
3. Assess, Measure, and Adjust.
Finally, assess, measure, and adjust. Any static leadership program is a program destined to fail.
The program must adjust, change, and adapt and be as agile as we need our organizations to be.
If we expect our leaders to be able to lead through change, we need to be willing to change how
we are developing them in the first place.
Lombardi was right: Leaders are not born, they are made. How are you developing your leaders
today?
“Leaders are born not made” - A different view
Leaders are born not made? Whilst the best leaders have many common assets, there are various
effective approaches one can adopt when managing a team.
by  Nola Garavaglia-McGann

#leadership
The phrase “leaders are born not made” suggests that personality types, and that only,
distinguish a person that people will willingly follow and respect. If you are a ‘nature vs nurture’
sort of thinker, then this phrase will ring true however, this thought process fails to explain
the $366 billion industry that is leadership development and coaching. If great leaders were
born this way, surely empires like Google and Apple would spare themselves the expense ( an
estimated $166 billion annual spent in the USA alone).
While there are definitely inherent personality characteristics that might help us lead a team -
some are more likely to step up and take the reins than others - this idea ignores our ability to
learn and grow as individuals. It also neglects that leadership alters with time - how do you
think the greatest leaders of the past 100 years would fare running your organization in
2019? The market is constantly evolving and with it, should be your vision for the company
and therefore your leadership styles should too.
Albeit an enjoyable philosophical debate to dabble in, the question of nature vs nurture is no
longer relevant to the subject of leadership. Whilst early studies of leadership endeavoured to
identify inherent traits of leaders that set them apart from others, by the 1940s it became pretty
clear that these traits varied considerably in different situations, shifting focus from the leader
to the situations in which leadership transpired.
According to Community Development Specialist, Dave Sharpe, “They realized that different
people might emerge as leaders in different situations and that a person who was successful in
one leadership situation might not be in another". He goes on to illustrate that, “A successful
business leader might not be as successful serving as a commander of a combat unit...a person
might be a leader at work and a follower at home.” And hereby the concept of shared leadership
was born: as group conditions change (the group’s belief systems, maturity, skillset, social
class, time period and context of the situation), power dynamics alter and different members of
the group will rise to the top of the chain of command.
Jerry Robinson’s five leadership roles illustrate how different personality types can rise to
power in different situations:

The Cavalier
This person is a happy-go-lucky individual that believes that work should be enjoyable and
concedes that individuals work best when happy. A pleasure-seeker themselves, the cavalier
seeks to keep spirits high by telling endless jokes and initiating activities, which can also serve to
inhibit workplace conflict. Such behaviour presents this leader as likeable and approachable,
however, the level of output and task leadership is low, placing them at the laissez-faire end of
the spectrum. Again, the conditions of a group determine whether the cavalier rise to the top -
some people respond well to this approach, for example, other pleasure-seekers and perhaps less
task-driven individuals.

The Martyr
If you don’t have one of these in your current workplace, then you did in your last. Whether you
call these individuals a ‘workaholic’, ‘teacher’s pet’ or genius, the martyr works beyond
reasonable expectations. Depending on the audience, this can set the bar high for others to
follow, incentivising those with a strong work ethic but can also irritate an even larger
demographic. For obvious reasons, martyrs are highly task-orientated but also have a deep urge
to be maintenance-orientated (relationship/socially orientated) but their efforts often fall short -
they are closer to the autocratic end of the leadership spectrum.

The Controller
One of the conditions of a group or situation that shapes the type of personality that governs is
power. Power dynamics in a group can be determined by a number of factors such as wealth,
race, gender, physical strength or even IQ. Depending on which of these factors applies, a
controller may exploit their position of power to manipulate the behaviour of others in the group.
This very much autocratic approach to leading is based on the premise that people don’t perform
well for one reason, because they are lazy and need to be coerced into action. They do this with
fear tactics and blackmail, threatening followers security needs such as salary. Due to their low
maintenance orientation, there is a lack of respect for this type of leader and as a result, the
overall quality of work is poor.

The Activator
This people-person is a huge advocate of teamwork, motivating others by making everyone feel
involved and free to contribute to any problem or venture. They are huge advocates of Locke and
Latham’s goal-setting theory (discussed in our guide to SMART goals), people are more likely to
engage with and thus actively pursue a goal if they were involved in setting it up. Because this
leader has a high task and high maintenance orientation, continuous productivity and
performance of followers is high, in front of and behind the leaders back. With a strong focus on
teaching and consulting to encourage individual growth, instead of instructing or abdicating, the
activator falls in the middle of the spectrum - neither autocratic or laissez-faire.

The Abdicator
Finally, the abdicator is a leader in title only and fails at their role miserably, often creating a
power vacuum that others must fill if the group is to succeed. Members eventually become so
frustrated by the lack of action that they take over the leadership functions. This extreme laissez-
faire style rates low in both task and maintenance orientation. Their own fear of failing is their
primary concern.

Verdict
Whether or not you think of yourself as a “leader” or not, there will be certain situations where
you possess the traits to become one, even if it is by de facto. If you want to be a leader, and a
great one at that, first identify what your own traits are and then that of your counterparts (and all
other group conditions) and evaluate which of these leadership styles is best to adopt and switch
between (the conditions of your group will change, so be prepared to change with it). While there
are millions of dollars and research poured into understanding leadership that can point us in the
right direction, at the end of the day, the practical, observable behaviours of a leader are more art
than science.

The trait theory is built on the premise that leaders are born and not made, making leadership
quality an intrinsic intelligence rather than something that can be taught or learned. The theory
consequently helps to predict an effective leader based on his/her traits (Di Giulio, n.d.).
For centuries, we’ve debated one timeless question: “Are leaders born or made?”

Since Thomas Carlyle and the Great Man Theory, the question has divided people into three
categories: those who think that leaders are inherently different, better people; those who believe
that leaders are tested and forged in the fires of adversity; and lastly, those who feel that both
nature and nurture are essential ingredients in the recipe for leadership.

Of these three schools of thought, the most accurate may well be those who believe that
leadership can be acquired

Can leaders be made?

The fact that leadership is mostly made is good news for those of us involved in leadership
development: Leaders can indeed be developed. Yet there is some "raw material," some inborn
characteristics, that predispose people to be and become leaders. ... Remember: Most of
leadership is made, not born.

Coach Vince Lombardi

Legendary coach Vince Lombardi once said, "Leaders are made, they are not born." Follow
these 3 ways to better develop your future leaders.

"Leaders are made, they are not born. They are made by hard effort, which is the price which all
of us must pay to achieve any goal that is worthwhile."--Vince Lombardi

The legendary football coach Vince Lombardi's birthday is this month on June 11, and he
provided this great quote on leadership years ago, yet it is just as relevant today as it was then.
Why? Because every organization needs more great leaders and they don't just fall out of the sky,
they need to be developed.

Leaders are made not born:

Leadership is a set of skills that can be learned by training, perception, practice and experience
over time. Leadership learning is lifetime activity. Good leaders seek out development
opportunities that will help them learn new skills.

So, what's the answer? Both – some people are born with innate qualities that predispose them
to be leaders, and other people, while not naturally gifted with leadership ability can acquire it.
Moreover, all leaders, born or made, can improve their ability with desire, experience, and effort.

Great man theories assume that the capacity for leadership is inherent—that great leaders are
born, not made. These theories often portray great leaders as heroic, mythic, and destined to rise
to leadership when needed;
Have you ever heard someone described as "born to lead?" According to this point of view, great
leaders are simply born with the necessary internal characteristics such as charisma, confidence,
intelligence, and social skills that make them natural-born leaders.

Great man theories assume that the capacity for leadership is inherent—that great leaders are
born, not made. These theories often portray great leaders as heroic, mythic, and destined to rise
to leadership when needed. The term "Great Man" was used because, at the time, leadership was
thought of primarily as a male quality, especially in terms of military leadership.

What does it mean to be a born leader? Born leaders are people with an innate capacity to
effectively manage and lead groups of people to achieve collective goals. Instead of learning
to become an effective leader, they have the instinctive ability to inspire others and encourage
them to follow their vision.

For centuries, we’ve debated one timeless question: “Are leaders born or made?”
Since Thomas Carlyle and the Great Man Theory, the question has divided people into three
categories: those who think that leaders are inherently different, better people; those who believe
that leaders are tested and forged in the fires of adversity; and lastly, those who feel that both
nature and nurture are essential ingredients in the recipe for leadership.
Of these three schools of thought, the most accurate may well be those who believe that
leadership can be acquired.

Leadership is a skill
Leadership is a skill that anyone, in the right environment and under the right circumstances, can
learn and perfect.
While many of us believe that a lucky few are born with innate leadership abilities and the
necessary “talents” like confidence, creativity, and effective communication–an emerging body
of research suggests otherwise. All these traits can be grown and developed through schooling
and general life experience.
In a study conducted to find out the answer to this age-old question, three professors from the
University of Illinois concluded that leaders are born and made on a 30/70 split. While they say
30% of leadership qualities are in genetics, they also insist that leadership can only happen in an
environment that enhances it. Even with inborn abilities, simply being placed in a position of
leadership like a class president doesn’t make one a leader. The professors say that great leaders
must go through three stages: Readiness, willingness, and finally, ability to lead.
Show me the one “type” of leader
If all leaders were really born with that ability, then we’d have one type of leader, wouldn’t we?
Researchers would be able to pinpoint the right mix of skills and spot the point of intersection
between introversion and extroversion on the map where a great leader is formed.
But that hasn’t happened because there are many leaders who have completely different traits
and personalities. Some leaders are introverts, while others are extroverts. Some are
administrative, while others are strategic. Yet in the end, they are all great men and women, and
they all achieve success–in their various fields.
For instance, Abraham Lincoln, Martin Luther King, Jr., Nelson Mandela, Maya Angelou,
Eleanor Roosevelt, Steve Jobs, Bill Gates, Mark Zuckerberg, and Warren Buffett all were (and
are) great leaders. They each succeeded in their own sphere, whether it be business, politics,
humanitarianism, or literature. But putting them all in a classroom and giving an exam on “Best
Leadership Style” would be unfair. Each have unique strategies and paradigms for leadership.
Emotional Intelligence (EI) is at the center of great leadership
Through its Global Learning Institute, FedEx Express is “building the skills and expertise for
people-first leadership.” A 2014 case study showed that the program was “yielding an 8-11%
increase in core leadership competencies.”
Through the PSP Philosophy, FedEx Express has demonstrated the role Emotional Intelligence
(EI) plays in leadership. And it’s determined to cultivate EI in order to improve internal
leadership.
The greatest leaders have a combination of skills such as self-awareness and regulation, self-
motivation, social skills, and empathy. It can’t be argued any other way: These skills are
absolutely essential to effective leadership. But are these the skills one is born with?
Absolutely not.
In fact, they are learned every day through real-life relationships with other people. Meaning,
they can be improved or stunted. Thus, the difference between a great leader and an average one
largely hinges on EI, all factors considered.
Just like any other skill, EI is a learned skill set. And it’s at the cornerstone of great leadership.
Certain experiences spark leadership
Rarely do people become leaders without first experiencing intense, transformative experiences
that act as catalysts for their change in perception and behavior.
Think Nelson Mandela, Martin Luther King Jr, Abraham Lincoln or any other leader and there’s
a strong possibility that you’ll identify a situation that might have catapulted anyone to that
position of leadership.
“But why them and not anyone else?” one might ask. And that’s where the learned EI skills
come in. Without sufficient self-awareness and motivation, for instance, one cannot willingly
rise into that position. Without people around that one can work with, a leader cannot be
effective in their role.

Leadership is about nurture, not nature

The American Psychological Association published a study that found that given the dynamic
and complex social environments in which most leaders operate, effectiveness requires them to
possess certain perceptive and adaptive capabilities. Thus, these qualities don’t just appear and
they certainly don’t develop in a vacuum. Such traits have to be nurtured, and when they are,
they form the grid of components that researchers have called Complexity Leadership. It
explains how great leaders evolve and grow into their positions in the society and history.
So, yes, the documentary will always try to make it look like your mentor was a leader right from
the start. But the truth is quite the opposite: they were forged into the leader they are today.
Through schooling, human interaction, and undergoing life experiences that impacted their
perspective and behavior, the leader was made. And they continued to cultivate that skill even
after stepping into their position.
Ultimately, that is the path a leader must take.

These include the great man theory, big bang theory, trait theory, style theory, situational or
contingency theory, transformational leadership, transactional leadership, authentic leadership,
breakthrough leadership and servant leadership.
 Management theories help us understand why people practice certain behaviors and provide
insight into how individuals work together. Managers and nurses can use management
theories when implementing new programs, practices, and policies in the workplace

That said, here are some of the major leadership theories that every manager needs to
know to stay on top of their game.
 Contingency Theory. ...
 Situational Leadership Theory. ...
 Transformational Leadership Theory. ...
 Transactional Theories. ...
 Behavioral Theory. ...
 Great Man Theory of Leadership. ...
 Trait Theory of Leadership.

Six main leadership theories

 The great man theory. The great man theory of leadership states that excellent leaders are
born, not developed. ...
 The trait theory. ...
 The behavioral theory. ...
 The transactional theory or management theory. ...
 The transformational theory or relationship theory. ...
 The situational theory.

What are the five theories of management?

 Scientific management theory.
 Principles of administrative management theory.
 Bureaucratic management theory.
 Human relations theory.
 Systems management theory.
 Contingency management theory.
 Theory X and Y.

The four major leadership theories being addressed are: (1) Transformational Leadership Theory,
(2) Transactional Leadership Theory, (3) Charismatic Leadership Theory, and (4) Fiedler's
Contingency Theory