Not so long ago, two summers, I was sat in a press box watching the Old Trafford Ashes test match unfold, when I witnessed an exchange of views on leadership between two prominent and influential figures of English cricket. Both were of the mind that “leaders were born and couldn’t be made.” When I asked one of them, an Ashes-winning captain of yesteryear, “Can you think of anyone you initially didn’t think had leadership potential, but then surprised you by becoming a good leader?”, the answer was an emphatic “No!”. Both added that they believed a charismatic personality could not be developed.
Perhaps they were right about the personality aspect, but I think both were fundamentally wrong that leaders can’t be developed. I also believe that charisma can sometimes be a useful leadership trait, but it’s not a pre-requisite. Could Mike Brearley (the highly successful former England cricket captain) be described as a charismatic personality? It can even be a hindrance in some contexts, especially if it overshadows other essential qualities like accountability, humility, or strategic focus. Boris Johnson springs to mind.
In her excellent 2012 book, “Quiet: The Power of Introverts in a World That Can’t Stop Talking”, Susan Cain explores how both introverted and extroverted leaders bring unique strengths to leadership roles. She emphasises, rightly in my humble opinion, that impactful leadership hinges neither solely on being introverted nor extroverted. Rather, it is more important that a leader understands and leverages their own natural tendencies, whilst adapting to the needs of the team and the situation it finds itself in.
Leaders who are predisposed to extroversion, such as Elon Musk, will often bring high energy levels to their teams, motivating and inspiring them in the process. They are usually more comfortable with public speaking and spontaneous interactions, excelling in building broad networks. On the other hand, they may dominate conversations, potentially overlooking other folk’s views and missing out on key knowledge. They are also tended towards impulsivity, which can lead to a lack of consideration of complex issues in the hot pursuit of quick decision-making.
Those who lead with a more introverted style, Bill Gates is a good example, are often exceptional listeners, helping them to engage more deeply, gather information more accurately, and make more well-informed decisions. Their reflective nature can also foster rock-solid relationships, enhancing team cohesion as a result. Then again, large social gatherings can be a draining experience, which can negatively impact on their networking opportunities. Furthermore, some perceive them as not being assertive enough, which often leads to an underestimation of their leadership capabilities.
Following on from the last point, Cain (again in “Quiet”) notes that during the 19th century, when most lived in rural areas, qualities associated with introversion (integrity, humility, good character etc.) were much more highly valued in the leaders of the past. However, as the population shifted from rural settings to urban environments, especially during the Industrial Revolution, there was a significant change in societal values. In bustling city life, where people frequently interacted with strangers and therefore had to make strong first impressions, traits linked to extroversion (such as charisma, assertiveness, and sociability) became much more advantageous to possess.
This shift led to the rise of what Cain refers to as the “Extrovert Ideal,” where being outgoing and gregarious was increasingly seen as essential for success, particularly in leadership roles. Consequently, introverted qualities became less valued, and extroverted leadership styles rose in prominence and were celebrated by society.
However, in today’s world, the truth is there’s value in both introverted and extroverted leadership, provided the leader is able to adapt their approach when needed. This adaptability can lead to more inclusive and dynamic leadership, leveraging the strengths of both personality types.
But what do we make of the belief, of our two cricketing friends, that leaders can’t be developed? Well, Mahatma Ghandi and Nelson Mandela are two shining examples (amongst countless others) that would question this notion. Gandhi was initially a shy and unremarkable student who transformed himself into the prominent leader of India’s independence movement. Whilst Mandela’s leadership evolved during his 27 years of imprisonment, culminating in his role as a unifying figure and the first black president of South Africa.
“They are politicians”, I hear you say! Is it different in sport or business? No, it’s not.
Legendary basketball player Michael Jordan, was seen more as a highly competitive, self-focused player rather than a team leader. He was known for his scoring ability, not his leadership. Yet over time, and especially after learning to trust his teammates, he developed into a strong leader, guiding the Chicago Bulls to six NBA championships and inspiring those around him with his work ethic and determination.
Oprah Winfrey is another example of someone who developed into a leader. Beginning her career as a talk show host, she focused on her broadcasting skills rather than leadership. Over time, she transformed herself into a media mogul, inspiring millions through her authenticity, empathy, and vision. She built an influential brand and became a role model for resilience, using her platform to champion issues such as education, empowerment, and mental health.
“Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others.”
Jack Welch
To my mind, examples such as these (and many more leaders who aren’t in the public eye) highlight how leadership is more often a learned skill rather than an innate trait. The world of sport, in particular, would do well to realise, acknowledge and act on this. Giving someone a leadership role because they are confident and charismatic is a disservice to them (as they will need more important leadership skills in order not to fail), and it is unfair and demotivating for those who’ve taken the time, effort and courage to develop their own leadership capabilities.
Developing yourself (or others) into an effective leader involves a combination of self-awareness, skill enhancement, and practical experience. So to help you on your way, here are 7 key strategies to cultivate leadership competence:-
- Self-Assessment and Reflection: Begin by evaluating your current leadership competencies, identifying areas for improvement. Tools like 360-degree feedback can provide useful and revealing insights into how others perceive your leadership style.
- Set Clear Goals: Establish specific, measurable objectives for your leadership development. Utilising frameworks such as the PACE model (Pick a leadership goal; Apprise others of the goal; Collect ideas for improvement; and Elicit feedback) can guide this process.
- Engage in Formal Training: Participate in leadership development programs, workshops, or courses that focus on essential skills like communication, decision-making, and strategic thinking. These programs often combine theoretical knowledge with practical application.
- Seek Mentorship and Coaching: Work with experienced mentors and coaches who can offer guidance, share experiences, and provide constructive feedback. Mentorship fosters personal growth, while coaching can address specific developmental needs.
- Practice Leadership in Real Situations: Take on leadership roles in projects or voluntary activities to apply and refine your skills. Real-world experience is invaluable for understanding the complexities of leadership.
- Develop Emotional Intelligence: Enhance your ability to understand and manage your emotions and those of others. High emotional intelligence is crucial for effective leadership, aiding in conflict resolution and team dynamics.
- Encourage Feedback and Continuous Learning: Create an environment where feedback is welcomed and used for growth. Commit to lifelong learning by staying updated with leadership trends and best practices.
“Leadership and learning are indispensable to each other.”
John f. Kennedy
By integrating these strategies, you can systematically develop your leadership capabilities, and become a highly effective, respected and inspiring leader, regardless of where you’ve come from or where you currently are……….and whatever some folk might choose to believe!
Please do get in touch if you have any comments or questions on this article, or if you’d like to suggest a topic for another piece.
Nathan Wood Consulting 