“The function of leadership is to produce more leaders, not more followers.”
— Ralph Nader
Are Leaders Born or Made?
When we think about leadership, an age-old question arises: are leaders born, or are they made? Is leadership a product of nature or nurture? It’s easy to argue for both sides and then conclude that it is a combination of the two. Some individuals may indeed be more naturally inclined towards leadership due to their inherent traits.
However, history and experience show that leaders can be made. Many who appear to be ‘born leaders’ are, in fact, shaped by their experiences rather than innate talent alone. While some people may have a more dominant behavioural style that inclines them towards leadership roles, this alone does not make a great leader. In today’s sophisticated and digitally connected world, true leadership is far more than just taking control—it’s about fostering an environment where people thrive. Leadership is now so finely balanced especially when we are living in the AI age where we are questioning what it means to be human.
Leadership in a Human World
Leadership should not be defined solely by a title but rather by actions, decisions, and role-modelling behaviours. Everyone has the potential to lead, and the way we conduct ourselves can set a positive or negative example. One of the most insightful quotes on leadership comes from Tom Peters: ‘True leaders don’t create followers; they create more leaders.’
In the modern world, people no longer expect to be treated as subordinates or mere followers. Instead, they seek autonomy, creativity, and the opportunity to make a meaningful impact. They want to understand their purpose as leaders in their own right. As leaders, it is our role to facilitate this understanding, helping individuals grow both personally and professionally. It’s actually about taking a genuine interest.
A common pitfall in leadership is treating people as mere tasks to be managed rather than as human beings with aspirations and emotions. Just as we project manage our work, we can mistakenly start ‘managing’ people in the same way. This is why defining what successful leadership looks like is so crucial. When leaders have a shared understanding of excellence, they can align their behaviours accordingly, it is about understanding ‘what good looks like‘.
The fundamental point is that leadership can be defined and, therefore, designed. By establishing clear success factors that align with an organisation’s strategy, businesses can create a structured approach to leadership development, ensuring that leadership evolves in a purposeful way. This is about assessing the organisations past conditioning, current strategy and vision for the future.
Competencies vs. Success Factors
Many organisations already have competency frameworks in place, outlining the skills required for various roles. These frameworks typically include core competencies, functional competencies, and technical competencies, all of which help assess candidates and manage performance. According to the CIPD, 60% of employers implement competency frameworks within their organisations.
However, as businesses move away from rigid performance ratings towards a more holistic approach focused on value, career conversations, and personal growth, the relevance of traditional competencies is shifting. With the rise of gig leadership and rapid changes in job roles, competencies alone may not be sufficient to guide future leadership development and can become quickly outdated.
Traditional 360-degree feedback tools have also historically focused on competency assessment, often with a ‘fixing weaknesses’ mindset. This can be demotivating for leaders, especially when the focus is solely on areas for improvement rather than strengths. A strengths-based approach, on the other hand, not only enhances engagement but also encourages employees to leverage their natural abilities.
While competencies help define job requirements and organisational structures, they may not always inspire people to reach their full potential. This is where leadership success factors become invaluable. Unlike competencies, success factors are rooted in real-world leadership experiences and behaviours that drive success. They provide a more relatable and aspirational benchmark for leadership excellence.
The Power of Success Factors
When people identify with success stories, they are more likely to adopt the behaviours that drive achievement. Consider examples from the world of sports: Tiger Woods’ resilience in overcoming injury to win another Masters title, Novak Djokovic’s unwavering self-belief to achieve 24 Majors surpassing the brilliance of Federer and Nadal, or the extraordinary comeback of Liverpool in the Champions League Final in 2005 when not giving up. These sports people exemplify the key attributes of success—belief, resilience, and determination that we can all relate to and understand.
By analysing success, we can extract common leadership success factors such as aspiration, drive, and emotional intelligence. Unlike capability-based models, success factors create a universal language of leadership that resonates across industries and is easily understood by leaders.
Case Study: Leadership in Action
A multinational technology firm recently implemented a leadership success factor model to align leadership behaviours with strategic objectives. Over a five-year period, employee engagement rose by 45%, productivity increased by 30%, and leadership retention improved significantly. By clearly defining success factors such as adaptability, collaboration, and strategic vision, the company ensured that leaders across all levels understood what was expected of them.
Additionally, a survey conducted by Deloitte found that organisations with a well-defined leadership framework were 60% more likely to outperform their competitors in terms of financial growth and innovation. These statistics highlight the direct impact of structured leadership development on business success.
Building Future Leaders Today
One organisation that implemented leadership success factors saw employee engagement increase by 40% over four years. This was achieved by aligning executive and leadership development with business strategy and ensuring that leaders clearly understood expectations. Leadership development was then structured around these success factors, creating a shared framework for growth.
Importantly, leadership success factors are future-focused. In a world of constant change, organisations must define what great leadership will look like in the years to come—and start developing those qualities now.
Establishing a strong leadership framework is essential for future-proofing an organisation. Leadership by design ensures that businesses do not simply react to challenges but proactively cultivate the leaders they need for tomorrow. While creating a leadership culture involves multiple dimensions, having a clear blueprint for leadership is the foundation of long-term success. With the right awareness and accountability, today’s leaders can shape the future of their businesses and drive sustainable growth.
How are you building the leaders of tomorrow, today?
