The idea of leadership has captivated humanity for centuries, often depicted as a combination of innate qualities and extraordinary abilities. From the charismatic generals of ancient history to the visionary CEOs of modern corporations, the myths surrounding leadership paint a picture of larger-than-life figures whose influence shapes the course of events. These myths, however, can obscure the more nuanced realities of what it means to lead, especially in today’s complex world. 

Leadership is a Set of Skills that can be Learned 

One persistent myth that we encounter regularly, especially amongst students we teach at an international business school in France, is that leaders are born, not made. During our time teaching we specifically address this issue. One of our goals is for the students to recognize that they can be leaders, if they choose.

We do this, in part, by bringing several elements of the Art of Participatory Leadership into the classroom to demonstrate what leadership skills are and how they can be learned. We examine how this myth has been constructed and perpetuated over time and offer ways for the students to challenge leadership myths.

Effective leadership comes in many forms. Both introverts and extroverts can make excellent leaders, particularly when they focus on the skills and abilities that value people and results. Traits of introversion like being a good listener and engaging in quiet reflection can support sound decision-making and leadership effectiveness. Traits of extroversion like connecting with others, spontaneity, energy and optimism, support relationship building and trust

Leadership myths originate from various sources, including popular culture, historical narratives, business literature, traditional business practices, cultural norms and stereotypes, and even misinterpretation of research. Awareness of the origins of leadership myths can help debunk them.

Five Perspectives on Leadership that have been Historically Pervasive

There are five perspectives on the idea that leaders are born that have been especially pervasive. They are:

1. Historically, leadership positions were inherited, with kings, queens, and nobility born into roles of authority. This created the impression that leadership was an innate quality tied to birthright. In these systems, leaders were portrayed as infallible figures whose authority depended on the perception of strength and control. Any sign of vulnerability or weakness could undermine their legitimacy.
2. Mythology and history often highlight “great men” who seemed to possess natural leadership abilities. Figures like Alexander the Great, Julius Caesar, and other historical leaders are frequently portrayed as possessing inherent, almost mythical qualities that set them apart from others. 
3. Many celebrated leaders in history, such as military generals, explorers, and revolutionary figures, are portrayed as fearless. Their legendary tales of bravery and daring reinforce the notion that fearlessness is a hallmark of leadership. Interestingly, one definition of courage is acting in spite of fear or anxiety.
4. In military and other hierarchical, top-down organizations, leaders were often authoritative figures who directed and made decisions for others. It was expected they would provide clear directives and solutions, reinforcing the notion that leaders must have all the answers. Early industrial models of management emphasized a command-and-control approach, where leaders were expected to give orders and enforce compliance. This model has deeply influenced pervasive perceptions of leadership.
5. Leadership theories, such as the Great Man Theory, suggest that effective leaders possess inherent traits that are universally applicable across situations. This theory implies that there is one ideal leadership style based on these traits. Many famous leaders, such as Martin Luther King Jr., Winston Churchill, and John F. Kennedy, were highly charismatic. Their ability to inspire and mobilize people through their charisma created a lasting impression that effective leadership requires charisma, when this is not always the case.

Art of Participatory Leadership Invites Stepping Into Our Own Capacities to Lead

The power of the Art of Participatory Leadership is that it invites us to move beyond historical models of leadership and step into our own capacities to lead. Effective leadership traits and practices include mobilizing people around a vision, the ability to engage others and diverse perspectives, open and transparent communication skills, comprehensive goals and strategies to chart direction while maintaining the ability to be appropriately responsive to changing conditions, receptiveness to new ideas and to being challenged, clarity in decision-making and the ability to be present or host oneself.
 
By unraveling the characteristics and skills of leadership, students gain a clearer understanding of the true nature of leadership. They move beyond romanticized ideals to appreciate the diverse forms and practices that effective leadership requires.

Check out our October 2024 Art of Participatory Leadership and Worldview Intelligence offerings in Minnesota.