30% of Leadership Traits Are Inborn, but 70% Can Be Learned

"There is a lack of strong leaders in Baltic"—whether discussing business, public administration, or the social sector, this phrase is often heard. We also frequently hear about the so-called "leadership gene," supposedly possessed only by the chosen few. However, modern science suggests that leadership is not a biological fate but rather a skill that anyone can develop. The idea of a "leadership gene" is a myth we should leave behind.

A study published in the scientific journal The Leadership Quarterly titled "The Determinants of Leadership Role Occupancy: Genetic and Personality Factors" states that only about 30% of leadership traits are inherited, while 70% can be acquired through learning and experience. This means that neither charisma, extroversion, nor a "special spark in the eyes" is decisive. The most important factor is whether a person wants to become a leader and is willing to invest in themselves. No higher power appoints anyone as an inspirer or a guide—it is a path that anyone can take.

Motivation, Experience, and Identity

That being said, learning skills alone is not enough to become a leader—what drives a person internally also matters. That is why three interrelated elements play a crucial role: motivation, early experience, and leadership identity.

Motivation, or the desire to become a leader, is the driving force behind learning, self-improvement, and taking responsibility. This internal motivation is rarely accidental—it often stems from past experiences, recognition, and the belief that one can influence events.

Early experience provides opportunities to practice leadership from a young age—organizing class events, leading extracurricular groups, participating in student councils, etc. These experiences significantly shape a person’s confidence in their abilities. Management consulting firm McKinsey & Company highlights that parents also play a key role in shaping a child's leadership foundation. When parents support their child's desire to organize, take responsibility, or lead others in everyday situations—whether in school, extracurricular activities, or family settings—these early experiences not only boost self-confidence but also lay the groundwork for future influence and inspiration.

Finally, leadership identity—whether a person perceives themselves as a leader—is also a crucial factor. If the internal conviction of "I can lead" becomes part of one's identity, a person will consciously seek opportunities to grow and influence. A study published in Human Resource Management Review titled "A Multilevel, Identity-Based Approach to Leadership Development" states that developing a leadership identity is closely linked to long-term growth and leadership effectiveness.

These three elements reinforce each other—motivation drives the search for experience, experience strengthens identity, and identity further solidifies the desire to grow and develop as a leader.

You Don't Have to Be an Extrovert—You Have to Be Authentic

Does a leader have to be loud, confident, and always ready to speak publicly? Not necessarily. Great leaders can also be introverts who listen, analyze, think ahead, and build trust. A study published in the Academy of Management Journal titled "Reversing the Extraverted Leadership Advantage: The Role of Employee Proactivity" highlights that leading is not the same as dominating. The most important trait of successful leaders is that they genuinely care about the people they lead—they support, provide feedback, and help others grow.

Leadership Is Not Static—It Develops Step by Step

Leadership is not an "all or nothing" trait—it is a continuous process of development. Each level of leadership presents new challenges and requirements, and recognizing this helps in focused growth.

- Level 1: Leading Yourself – The foundation of leadership is self-management. This includes goal setting and achievement, organizing work, emotional intelligence, self-control, and taking responsibility for results rather than blaming others. A person who can lead themselves becomes a reliable team member and, in the future, a stable leader for others.

- Level 2: Leading a Team – At this stage, a person begins to lead others. New skills become necessary: delegating tasks, motivating colleagues with different personalities, resolving conflicts, building trust, providing constructive feedback, and representing the team at the management level. An effective Level 2 leader understands that results come through people, not just personal effort.

- Level 3: Leading an Organization – At this level, a leader influences the entire organization’s direction. This requires strategic thinking, setting sustainable goals, shaping organizational culture, dealing with uncertainty, managing risks, making complex decisions, inspiring various stakeholders (board members, shareholders, employees), and leading large-scale change. Here, leadership goes beyond management—it becomes a guiding value and direction.

Each leadership level requires new skills. The good news? They can be learned. The real question is not “Am I a leader?” but rather “Am I willing to learn how to be a leader?”

How Do Latvian Leaders Compare Internationally?

Latvian leaders are goal-oriented, fast, and result-driven. Our demand for high performance and speed is often an advantage in the local context. However, in an international setting, these traits are not always immediately appreciated. In Nordic countries like Sweden and Finland, leadership is often inclusive, consultative, and decision-making takes longer but is more collective. Without proper communication, the directness of Latvian leaders can sometimes be perceived as authoritarianism. To be effective internationally, a leader must not only be competent but also understand cultural differences and be adaptable.

What Do Organizations Think About Leaders?

An organization's beliefs about leadership development significantly influence its leadership culture. If an organization believes that leaders are born, then hiring from outside is prioritized. If an organization believes that leaders can be developed, then investment is made in internal talent and growth.

A study published in Harvard Business Review titled "Are Leaders Born or Made?" found that 52% of top executives believe that leadership can be learned, while only 19% think leaders are born. Another 29% believe both are possible.

Leadership Is Not a Title—It Is Influence and Growth

A leader is not just a position or a status. A leader is someone who influences, inspires, and helps others grow. It is not a talent reserved for the chosen few—it is a competence that can be developed by anyone willing to learn and grow.