What makes a leader?

It is commonly accepted that there are three main types of leader:

1. There is the Great Man theory, sometimes called the Trait theory. It is based on the belief that some people are born leaders. It’s in them. Wherever they are, whatever they do, they will be recognized as natural leaders.

2. Then there is the Great Event theory. Cometh the time, cometh the man. This is about major events bringing out the leader for that event. Winston Churchill was an example of Great Event leadership. He had been prominent in politics for a long time, but was not very popular. However, when things were going badly for Britain in the Second World War, although he was aged 65 at the time, he was asked to become Prime Minister. The Romans believed in Great Event leadership. In times of crisis they would appoint someone dictator with total power to sort out the problem. Julius Caesar was one example of that.

3. Finally, there is Transformational Leadership theory. This is based on the belief that leaders are made, not born. It is the most widely held theory, and it forms the basis for training in leadership skills.

Of course, there are leaders in our day to day lives, when there is no crisis or great event. Politicians and company directors, for example. Such leaders make decisions, provide guidance on procedures, on the law, on social behaviour, and formulate policies. I would call them Transactional leaders, because they deal in the everyday transactions of a society.

I have lilttle interest in them. I prefer Transformational leaders, because they are the people concerned with bringing about change. How they go about it, and how they connect with their followers, is the essence of The Voice of Leadership, which is one of the key training programmes in my portfolio.

Leadership can be developed, but it is not simply a technique that you can acquire, like learning to play the piano. It’s about who you are, what you know and what you do. Who you are means your beliefs and character. It’s about the essential you. Can you inspire trust and respect? I don’t think you can fake it. Anyone can bluff their way to admiration, but integrity has to be real.

You need to understand what leadership is, and how it affects those who are led. You need to recognise that the most important tool in a leader’s armoury is the right communication skill. As Churchill once said, "The difference between leadership and mere management is communication." And that can be taught.