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Sameer Khanna, India
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Managers: Born or Made?
I think that managers are mostly born. The persons who have inborn, natural managerial qualities are much better in their role as manager than other managers who have acquired the managerial qualities...
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Sija, Tanzania
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Managers are Made; Leaders are Born Managerial skills are not inborn, but rather acquired through formal training.
Leadership skills are born.
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Ramya, India
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How Managers are Made A manager is not born, but gradually learns from formal training, experiences and idols/ examples that he puts into practice.
No manager can be born as no person can't have all the qualities by birth.
Note that only when he puts his theories and learnings into practice he becomes a manager.
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Rodrigo Corte-Real Oliveira, Portugal
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Changes in Management Levels Look at Dr. Clare Graves' Spiral Dynamics Theory: People tend to evolve from the moment they are born. Over time they reach the higher levels. Although during life (experiences/phases) they can be up and down within these levels.
The same can happen with managers: during life (experiences/companies/environments/cultures) they can develop up or down. Sometimes one can see good managers fail completely if they change company.
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Rajesh Patil, India
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Manager: 10% Born, 90% Made I believe that with birth an individual can get 10% of management qualities, but he learns 90% from his environment and education, which help to use common sense with less common situations.
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Aletta Shatona, Namibia
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Managers are Mostly Made, A Few are Born I agree managers are mostly made. Not only through formal training and work experience.
The way a person was raised and environment during his childhood and adolescence also play a role.
I believe there is a small number that come with lots of inborn traits.
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KOVIT SKULSANGJUNTR
Management Consultant, Thailand
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Different Types of Managers A manager may not be a good leader. And different environments need different kind of managers to get it done. A manager in a mature, long established environment should have a different profile from a manager in an entrepreneurial organization.
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Kunal Bhat
Entrepreneur, India
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Managers are Born and Made Managers, to be good managers, need the right instincts. These instincts are usually in-born qualities. Hence, we can say that managers are born. A manager could be a people's person - social, friendly, compassionate, understanding etc. That could be a reason why teams listen to him and follow him.
However, this alone will not suffice. He will need additional attributes to complete his status as a manager - e.g. planning and organizing skills. These are cultivated. Some people just do not have the instinct to lead - they prefer a solitary role. They are good managers, but limited to managing themselves. To expand to a domain beyond the self, it is imperative that a person have the right instincts and blend it with the right training.
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Motimele, South Africa
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Managers are Born Managers are born. Even though one can learn the qualities of being a manager, it wont be the same as the one who is born with those qualities.
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thatayaone Tauyakgale
Analyst, Botswana
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Managers are Made; Leaders are Born Managers are nurtured but the leaders are born as they inherit certain traits from their parents. They have certain chromosomes that make them stand apart from others.
Managers are typically copies of the style adopted by the organisation.
Leaders are an original themselves.
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Abdisalam M Ibrahim
Accountant, United Kingdom
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Managers are Both Born and Made Managers are basically leaders, and leadership is actually a bit of both. Leadership comes from the combination of nature and nurture.
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Ashok A kella
Finance Manager, India
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Managers are Born But Theories and Experience Sharpen Them I agree management traits are partly inborn. But they get sharpened with management theories in academia, with their exposure to organisations, as part of personal development.
There is no stop to this, both are reinforcing each other.
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Jolanta Sz
Professor, Poland
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Management and Leadership is a Relationship @KOVIT SKULSANGJUNTR : I agree, if we understand that a good manager is at the same time the leader of a group of people, then not he/she him/herself is responsible for the relations and results achieved by the group - but BOTH sides are.
Therefore I am convinced that management and leadership are de facto a relationship. They are always depending on both sides/parties.
One can be the best manager or leader in one group, but a poor one in another group.
Isn't this a true fact?
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A.J. Heideman
Management Consultant, Netherlands
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The Type of Manager Depends on Organization Culture The appropriate type of manager depends on the culture of the organization:
- In a situation where the manager is always right and his people follow orders, a "made" manager can be effective.
- In a situation where the manager's directives are / have to be discussed upon, commented and even questioned, a true manager has to have certain special qualities that you can hardly learn. Those people we call leaders and they grow by experience.
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donna louison, Trinidad and Tobago
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Managers are Born and then Developed over Time Managers are people who have acquired the art and skill of motivating people to get the job done. This skill is developed and perfected over a long period of time.
I believe that one must have a passion for the role. If if you look at a group of young children playing for a period of time, you may be surprised to see some showing managerial qualities already at that early stage. They are the game planners, the game organizers, the peacemakers. And from there and that moment it blossoms if nurtured.
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SATEESHA SINDHE
Lecturer, India
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Are Managers Born or Made? Basically managers are born with inherent qualities that cause one to become and act as such, but the degree of perfection is achieved by continuous practicing as a manager which is situational, following ethics on the way, being goal-oriented, and depending on the results we achive.
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Moderated AI
Netherlands
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Are Managers Born or Made? The question of whether managers are born or made has been a topic of debate in the field of management and organizational behavior. The consensus among researchers and practitioners is that while some individuals may naturally possess certain qualities or traits that predispose them to excel in managerial roles, effective management skills can also be developed through education, training, and experience. Here are some key points to consider:
- NATURE VS. NURTURE: The "born vs. made" debate often revolves around the concept of nature (innate traits and abilities) versus nurture (learning and development through experience). While some individuals may have innate qualities such as strong leadership abilities, communication skills, or emotional intelligence that contribute to their effectiveness as managers, these traits can also be cultivated and enhanced over time.
- LEARNED SKILLS: Many of the skills and competencies associated with effective management, such as decision-making, problem-solving, communication, and team leadership, can be learned and developed through formal education, training programs, mentorship, and on-the-job experience. Managers can acquire knowledge and techniques to improve their managerial effectiveness through continuous learning and self-improvement efforts.
- ADAPTABILITY AND GROWTH: Effective managers are often characterized by their ability to adapt to changing circumstances, learn from their experiences, and grow professionally over time. While some individuals may initially struggle in managerial roles, they can improve their skills through reflection, feedback, and intentional efforts to develop their managerial competencies.
- CONTEXTUAL FACTORS: The effectiveness of a manager may also be influenced by contextual factors such as organizational culture, industry dynamics, team dynamics, and the specific requirements of the managerial role. Managers who are able to understand and navigate these contextual factors effectively are more likely to succeed in their roles.
- COMBINATION OF FACTORS: Ultimately, effective management is likely to result from a combination of innate abilities, learned skills, and contextual factors. While certain individuals may have a natural inclination or aptitude for management, the development of managerial effectiveness typically requires a combination of both inherent qualities and intentional development efforts.
In conclusion, while some individuals may possess innate qualities that predispose them to excel in managerial roles, effective management skills can also be developed through education, training, and experience. The most successful managers are often those who combine natural abilities with continuous learning, self-improvement, and adaptability to meet the demands of their roles.
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