Engineering Women and Leadership

Question: Discuss about the Engineering for Women and Leadership. Answer: Introduction: The discourse on whether leaders are born or made seeks to discover whether leadership qualities can be learned or they are innate. One side of this debate is the thought that people are born with certain leadership attributes, and those who are not born with these attributes cannot become successful leaders, while the other side strongly suggests that leadership skills develop over time as a result of learned leadership methods and life experience. I do not agree with them because most successful leaders spent a lot of time studying leaders and leadership, there is no evidence one's DNA can influence leadership, leaders have unique leadership styles and personalities, and excellence is a result of hard work. Many outstanding leaders throughout history spent a lot of time researching on leadership. Warren Bennis, an author of more than 30 books and a key adviser to at least four presidents of the United States, did not only spend much of his time studying leaders and leadership but also on the faculties of Harvard and Boston University. After doing all these things, he came to a conclusion that the concept that leaders are born is the most dangerous leadership myth. This myth, according to him, is deadly because it implies that people are either born with certain charismatic qualities or not. He also holds that if the basic desire to learn the major capacities and competencies of leadership; anyone can learn them and emerge as a great leader. Warrens example offers one of the best illustrations that leaders are made through focused effort, hard work, and daily action (Bennis 2011; Ihlenfeldt 2011). While proponents of the myth of leaders are born consider that there are some genetic qualities that one must have to become a leader, it is clear that these qualities are not the main determinants of leadership abilities. These qualities can also help to speed up leadership development. However, there is no empirical evidence that leadership is determined by an individuals DNA. Research has established that gender plays very limited roles in explaining the difference in leadership abilities. Certain studies have pointed out that women are slightly more effective leaders than men. Some other findings have also disputed this study by citing that it appears to be the result of many leaders applying higher standards when appointing women in leadership positions (Zoli 2008). In addition, there are many different types of leaders. Because of this, there are just very limited characteristics that one can rely on to predict leadership potential. People who are social, curious, ambitious, and flexible have a high possibility of becoming leaders. However, research has also shown the IQ contributes less than five percent chance that one would become a leader. Leadership behavior is a combination of both environmental and genetic factors. This increases the chances of some people rising to leadership positions. While this is a possibility, research indicates that in between 30 percent and 60 percent of the cases, leadership behaviors are developed over time. When leaders are interviewed, they tell stories of their personal struggles and many other things that they had to endure while learning to lead and these disparities are responsible for the emergence of many types of leaders (Judge n.d.). Many of those who hold that leaders are born also think that leadership is a product of charismatic personality. While this attribute is essential to the success of most leaders, the success of leaders is significantly more than outgoing personality and smooth talk. Leaders throughout history have exhibited unique leadership styles and personality. By reflecting on the personality and leadership styles of leaders such as Martin Luther King Jr., Bill Gates, Warren Buffet, Steve Jobs, Winston Churchill, and Abraham Lincoln, one notes that the personality and styles of each of these leaders were unique. It becomes clear that their leadership was a natural extension their unique experiences, their life story, and their clear purpose. One thing that becomes very clear after reviewing their styles is that leaders are self-made. They are hardly a product of their genetics. This shows that a leader is a reflection of who they are and the change that they anticipate to make in the world. To b e an effective leader, for that matter, one must understand who they are (Ambler, et al. 2012; Ambler 2016). Leaders are also made because no one can lead without demonstrating their leadership abilities to their followers. Research has shown that excellence is a product of deliberate practice. This finding shows that most people have the ability to become great leaders. All they need to do is take deliberate efforts to unlock their leadership potential. One needs to step out of their comfort zone, take risks, work hard, and stretch them (Anders et al. 2014; Bucciarelli 1997). In conclusion, the concept that leaders are born is a destructive leadership myth. People who hold that leadership is a product of their genetics are significantly less likely to take any important initiative, learn from their mistakes, and commit to any of their personal goals. This fact demonstrates that the real leadership issues are that many people have not taken their time to understand their purpose and vision for their world, are not willing to pay the price required to become leaders, and are not committed to learning how to express their unique leadership abilities. Leadership is not something that anyone is born with, one cannot inherit it, and it is not the result of ones DNA. Anyone can be a leader when they connect their purpose on earth and outstanding strengths with a burning desire to make some difference in the world. Therefore, instead of wanting to know whether leaders are born or made, we should be asking what contributions we want to make in this world to make i t a better place than we found it. References Ambler, G., Says, K. H., Says, G. A. (2012, July 29), Home. Accessed March 16, 2017, from https://www.georgeambler.com/how-experiences-shape-and-make-leaders/ Ambler, G. (2016, April 15). Home, Accessed March 16, 2017, from https://www.georgeambler.com/successful-leaders-know/ Anders EricssonMichael J. PrietulaEdward T Cokely, 2014, July 31, the Making of an Expert. Retrieved March 16, 2017, from https://hbr.org/2007/07/the-making-of-an-expert Bennis, W. G, 2011, Leadership: helping others to succeed, Insight Pub. Co., Sevierville, TN. Bucciarelli, J, 1997, Leaders are made!: a building block approach to effective leadership, Blue Note Books, Cape Canaveral, FL. Ihlenfeldt, W. A, 2011, Visionary leadership: a proven pathway to visionary change, AuthorHouse, Bloomington, IN. Judge, T., n.d., Intelligence and Leadership: A Quantitative Review and Test of Theoretical Propositions, Accessed March 16, 2017, from https://www.timothy-judge.com/Leader%20IQ--JAP%20published.pdf Zoli, C, 2008, Engineering: women and leadership, San Rafael: Morgan Claypool.