Whilst many people believe that leaders are born,
not made, and that leaders are endowed with certain
traits which predispose them to lead, this model of
leadership is now seen as largely anachronistic and
presupposes that leadership cannot not be learned or
developed. We believe strongly that it is more helpful
to define leadership as an activity or set of
behaviours that can be learned, developed and applied
across a range of situations or scenarios.
This view is strongly supported by the Chartered
Management Institute who, in their report Management
Development Works: The Evidence, argue that “management
development interventions, properly focused and
appropriately delivered, make a significant difference
to the performance of individuals and organisations”
(CMI, 2005).
