Approximately three-quarters of leadership qualities are teachable, as opposed to being inherently present.
"Strong Leaders in the Baltic Region": A Myth Debunked and a Skill to Master
The phrase, "There's a lack of strong leaders in the Baltic region," is frequently brought up when discussing business, public administration, or the social sector. Yet, the notion of a "leadership gene" - a innate trait exclusively possessed by the chosen few - is misleading. Modern science paints a different picture, suggesting that leadership is a skill anyone can acquire, not a preordained destiny. The "leadership gene" belief is a relic best left behind.
In a study published in the esteemed journal, The Leadership Quarterly, titled "The Determinants of Leadership Role Occupancy: Genetic and Personality Factors," it's established that only 30% of leadership traits are inherited, with the remaining 70% coming from learning and experience. Charisma, extroversion, and a "special spark in the eyes" are not deciding factors. Instead, self-motivation is key - a belief deep within that propels one toward growth and responsibility.
Three Essential Elements for Growing as a Leader
Though acquiring skills alone is not enough to become a leader, the internal drive matters equally. That is why three interconnected components play a crucial role: motivation, early experiences, and a strong sense of leadership identity.
Motivation, essentially the desire to become a leader, triggers learning, self-improvement, and accountability. This powerful force often stems from past experiences, recognition, and the belief in one's ability to inspire change.
Early experiences - participating in class events, leading extracurricular clubs, or gaining involvement in student councils, for instance - are significant in shaping self-confidence. Parental support also lays a solid foundation by encouraging children to take initiative, take responsibility, and lead in everyday situations.
Identity, whether or not a person views themselves as a leader, is influential as well. When the internal conviction, "I can lead," becomes ingrained, one actively seeks opportunities to grow and influence. Developing a strong leadership identity is crucial for long-term growth and effectiveness, as a study published in Human Resource Management Review explains.
These elements reinforce each other. Motivation encourages the search for experiences, experiences strengthen identity, and identity solidifies the desire to grow and develop as a leader.
Authenticity Overserts extroverted Personality
Are leaders expected to come off as loud, confident, and always ready to speak in public? Not necessarily. Great leaders can also be introverted individuals - those who listen, analyze, anticipate, and build trust. A study published in the Academy of Management Journal indicates that leading is more about caring for those led, rather than dominating them. Successful leaders provide support, offer constructive feedback, and promote growth.
Leadership is a Journey - Not a Destination
Leadership is not a fixed entity, but a continuing process of development. As one advances, new challenges and requirements present themselves, and recognizing this promotes focused growth.
- Leading Yourself: The foundation of leadership is self-management - goal setting, organizing work, emotional intelligence, self-control, and assuming responsibility for results.
- Leading a Team: At this point, one begins to guide others. New competencies such as delegating tasks, motivating diverse personalities, resolving conflicts, building trust, offering constructive feedback, and representing the team at a higher level emerge.
- Leading an Organization: At this level, a leader influences the overall direction. This mandates strategic thinking, setting sustainable goals, shaping organizational culture, managing risks, making complex decisions, inspiring stakeholders, and leading organizational change.
Each leadership level necessitates new skills. The good news? Skills can be acquired. The real question is: Are you prepared to learn how to be a leader?
Latvian Leaders on the Global Stage
Latvian leaders are known for their focus on goals, speed, and results. These traits often provide an advantage in the local context. However, they may not be immediately appreciated in internationally competitive settings. In Nordic countries, leadership is often collective, inclusive, and consultative, with decisions taking more time. Cultural differences necessitate adaptability to be effective on the global stage.
An Organization's Beliefs on Leadership
An organization's beliefs about leadership development greatly impact its leadership culture. If an organization views leadership as a birthright, they tend to recruit externally. If an organization believes that leaders can be developed, they invest in internal talent and nurture growth.
A study published in Harvard Business Review found that 52% of top executives believe that leadership can be learned, while only 19% think leaders are born. Another 29% believe in both possibilities.
Leadership - Influence, Growth, and Impact
Leadership is not a position or status. Rather, it is the ability to influence, inspire, and help others grow. It is a skill accessible to those willing to learn and evolve.
- Challenging the common belief, the study in "The Leadership Quarterly" reveals that only 30% of leadership traits are genetic, implying that the majority is derived from learning and experience.
- Motivation, a powerful force stemming from past experiences and a belief in one's ability to inspire change, is a key component in leadership growth.
- Early experiences, such as participating in class events or gaining involvement in student councils, significantly contribute to shaping self-confidence and self-leadership.
- Authentic leaders, whether extroverted or introverted, focus on caring for those led and promoting growth, as supported by a study in the Academy of Management Journal.
- Leadership is a continuous process of development, with new challenges and requirements presenting themselves at each advancing level, from self-management to organizational change.
- An organization's beliefs about leadership development significantly impact its leadership culture, with those that invest in internal talent fostering a culture of personal, career, and education-and-self-development for long-term growth and effectiveness.
