What characteristics do you think natural leaders have эссе на английском

You have probably heard something to the effect of “he/she is a natural leader” during your life, whether they were talking about you or someone else. You have probably also met someone who was naturally good at leadership, but have you ever considered what it is that makes someone a natural leader or not?

How to Spot a Natural Leader

It’s easy enough to see when someone is a good leader or when they aren’t, but does that mean it comes naturally to them? Not necessarily. There are, however, a few things that can help you spot someone who is a natural leader early on.

It’s easy enough to see when someone is a good leader or when they aren’t, but does that mean it comes naturally to them? Not necessarily. There are, however, a few things that can help you spot someone who is a natural leader early on.

Being able to lead naturally does not mean that the leader knows what they’re doing. In some cases, you can see a person who is naturally surrounded by others who do what they do. They empower people and inspire them, whether it’s intentional or not.

A natural leader is usually the center of a group of people. This doesn’t mean everyone who is the center of their group of friends is a natural leader, but it can be an early indicator. In most cases a natural leader will not be trying to lead, they are just being themselves and following their vision while others choose to go along with them.

You can see in the cases of young people that are naturally gifted leaders that there is usually a streak of rebellion and problems with authority. Natural leaders are not usually good at following others, they are more interested in pursuing what they think is a good idea and a better way of doing things.

Are Natural Leaders Aware of Their Leadership Talents?

It’s not very common that a natural leader will see themselves as such until they grow a bit older. When someone is young they may just assume that this is how people are and that they are the same as everyone else. However, as they grow older and learn more about the world they will become more aware of their talents in leading others.

Some people are aware that they are natural leaders early on, but for most people they don’t really know they are inspiring others and leading people right away. Since they are just being themselves and not trying to be the leader, it doesn’t necessarily occur to them that they are being leaders. When something comes naturally, we don’t always recognize it for what it is until others point it out to us.

Characteristics of a Natural Leader

So, what exactly makes someone a naturally good leader? Everyone is different, of course, but these are the main traits that define natural leadership abilities:

Personality Traits

• Extrovert
  Being talkative and likeable makes you easier to follow. It helps people relate to you on a more personal level, which is always great for leadership.
• Thick Skinned
  Everyone in the world has their own opinions and some of them might be about you. Most natural leaders can let negative words and opinions roll off of them without trouble.
• Confident
  Confidence is one trait that nearly all natural leaders possess because a leader without confidence cannot inspire confidence in those who are following them.
• High Emotional Intelligence (Empathy)
  Being able to understand the way others are feeling and empathize with them helps someone to become a more trusted and liked leader.
• Hard Working
  You’ll almost never see a lazy person in a naturally given leadership position. If they aren’t hard working, most people won’t be as willing to follow after them. For a short time maybe, but not in the long term.
• Open Minded
  Some leaders are closed minded and closed off, but not in the beginning. Most people who are natural born leaders have a very open mind compared to the average person and are willing to accept different ideas.
• Observant
  Observation is a key to getting to know people and see what’s going on all around you. If someone cannot properly observe what’s going on, they cannot make good decisions and will not be able to lead as well.
• Energetic
  Have you ever met someone you would say is a natural leader that doesn’t have a certain energy level to keep going and pursuing their passions? It’s common for leaders to have high energy levels.

Learned Traits

• Strategic Thinking
  You don’t have to start out as a strategic thinker, but many natural leaders learn to become more strategic as they come into their leadership abilities.
• Decisive
  Observing the environment is one thing, but natural leaders usually learn very quickly how to make a decision based on what they see.
• Good Communication
  When natural leaders are young they might not understand the value of communication, but as they grow older it’s a somewhat naturally learned trait as they figure out that people are more willing to follow someone who can communicate with them more clearly.
• Wise
  Wisdom doesn’t come to the young, but as a natural leader grows up and starts to understand their role they will pick up wisdom along the way.
• Loyal
  Young leaders can have traces of loyalty, but you have to learn loyalty by facing situations that test it.
• Inclusive
  It’s difficult for younger leaders to focus on including others. However, many natural leaders pick up this trait as they go on.

Natural Leaders Are Born, Not Made

There’s an adage that says “Leaders are not born; they’re made”. This may be true for the most part, but natural leaders actually are born that way. The catch is that just because someone is a natural leader does not mean they will be a good leader, a proud leader, or a useful leader.

Leaders Can Be Made

Natural leadership is a gift that not many have, and it can be of great use to those who embrace it and learn how to polish that skill. In the end, leadership is a skill. Those born with the natural traits of a good leader can go on to be great leaders with knowledge and practice, but others can also learn to be good leaders by embracing the right training and acquiring the necessary knowledge.

Whether leadership is natural to you or not, you can still become a good leader.

---

Team Building helps build better leaders!

Total Team Building specialise in teams…we facilitate a range of team building activities that help build team morale, trust, leadership & communication within a team. For more information about how Total Team Building can help you contact us today.

Практикум № 1

In a team, very often everyone is drawn to one person, all attention is riveted to him, he acts as the organizer of all the fun, they listen to his opinion, he can rally the company. Such people are usually called leaders. They are a perfect example of a combination of cheerful ease and responsibility, they are ready to take the initiative and always try to help. They are set as an example, they want to be equal. But what traits of character and behavior distinguish a leader from other people? How can you recognize these qualities in yourself? How to get a position in the company?

First of all, you need to identify the basic qualities of a leader. What makes a leader different from other people? First of all, it is the absence of fear of excessive attention. Such people are not afraid to be in the center, they calmly feel at the head of the crowd. Public speaking is the norm for them. Can you imagine being surrounded by people, being at the center of it all? If yes, then this is already a good sign that you are capable of leadership.
One of the most important roles is played by the charisma of a person and the ability to present himself. The leader is unlikely to become shy and hide his eyes when they are talking to him. Such people know how to prove themselves very well, they can make you laugh at the right time, they are not afraid to seem like «clowns» in other people’s minds, they easily find an approach to any person. No one likes prim and boring characters in their lives, so their cheerful and cheerful mood easily resonates in the hearts of people.
The leader knows how to defend his position perfectly. He was not accustomed to stoop to banal insults and getting personal. It is much closer for him to state his position clearly and clearly, he will not enter into an argument if he does not understand anything in this topic, he will prefer to remain silent.
The leader is not used to giving up before he has tried. Such people are ready to stand to the end, even if almost no one believes in them. They go to their goals with their heads held high, overcoming all adversity.
But at the same time, to an equal extent, he also has a sense of responsibility not only for himself, but also for other people. He perfectly gives an account of his actions and deeds, thinks about the consequences. A leader tends to worry not only about himself, but also about those people who are close to him. Which is absolutely logical, because when rallying people into one team, you need to think about the behavior of each of them.
What happens, being a leader is very serious? Yes, but all people cannot take on such a burden, and not every person wants this. After all, this role carries a huge number of responsibilities and problems. Such a person should be able to solve them without resorting to methods of insult and brute force. So it turns out that the leader is not just the soul of the company, but also the one who bears the main responsibility for the actions of everyone. And if this model of behavior is not close to you, then you should not give up, there are still many different roles in our life that can suit you perfectly.

Natural Leadership

Feb 21, 2012

We have all used the term “natural born leader” and can recognize one when we see one, but what makes a leader “natural”?  What makes someone a natural leader as opposed to some other sort of leader?

A conventional leader might be described as the head of an organization, the person of authority, the one in control, the top decision-maker, the holder of the carrot and stick, and certainly the one we are supposed to follow.  But we sense that this doesn’t go near far enough to describe a natural leader; in fact, it doesn’t seem to describe a natural leader at all.  So what are the characteristics of a natural leader?  I have been pondering this question a lot lately and, curiously, began to see the answer emerge at my dinner table one night in the form of my youngest child.

Dinner is our time of daily download – what happened to who, what was great that day, what was not.  One evening, as is often the case, Henry told us that got in a bit of trouble at school that day.  And, is as often the case, he explained how unfair it was because everyone else was doing the same thing as him, but only he got in trouble.  You might expect this from a troublesome and less-than truthful child, but Henry is happy, bright, honest, energetic, eager to participate in class, clever, creative, thoughtful, and kind – a really lovely person all around.   We have been concerned because he has had to move many times in his young life, which could explain apparently negative behavior, but each time he has adjusted quickly, easily meeting new friends and usually becoming the center of his social group — not because he’s the biggest or toughest but because he is so upbeat, inclusive, ready for anything, confident yet egalitarian, and happy to learn and share new ideas and skills.   People like him.  More than that, they feel good about themselves when they are with him, when they follow his lead.

That’s when it dawned on me – Henry is a natural leader.  Whatever he does in class, others tend to follow – if he talks or laughs, the whole class starts talking and laughing.  If he tosses a borrowed pencil back to his buddy, pencils start flying all over the room.   Most teachers assume he intentionally instigates disruptive behaviour, when in reality he is simply being himself and doing things that, when done by one person, are not an issue at all but when done by everybody, are highly disruptive.

This little dinner table revelation has led to the following observations on natural leaders, which I encourage you to ponder and let me know what you think.

12 Characteristics of Natural Leaders

1. A natural leader doesn’t necessarily intend to lead; others simply feel naturally compelled to follow. (Or put another way:  A natural leader doesn’t lead, he or she just is, and others just naturally follow.)
2. A natural leader is inspired and inspiring, and often inspiring others to, themselves, be inspiring.
3. A natural leader is the heart, rather than the head, of an organization, radiating both passion and love.
4. A natural leader encourages rather than directs.
5. A natural leader enables rather than the controls.
6. A natural leader holds a deep and dynamic vision, rather than authority.
7. A natural leader empowers rather than rewards.
8. A natural leader is not a natural follower.
9. A natural leader is confident, but not egotistical.
10. A natural leader doesn’t dwell on problems, but rather is driven towards positive outcomes.
11. A natural leader is independent and yet inclusive.
12. A natural leader is a dreamer and a doer.

What do you think?  Does this ring true for you?  If so, can anyone be a natural leader?

I believe that only a lucky few are natural born leaders, but I also believe that anyone can cultivate the characteristics of a natural leader — and many of us should.  For some of us, this will be more of an effort than for others, of course.  Especially because schools tend to reward followers, most governments and cultures expect most of us to be followers (especially girls and women), and capitalism constantly strives to make us followers (of consumer trends).  But I believe that if you want to make change in the world, if you want other people to think and act differently, then you need to be a leader.  And I believe that if you work on becoming a natural leader, you will find that you will have natural followers.

This article originally published on October 2011 on BCI’s Blog. Image courtesy of Flickr CC @R. Alton

Подробнее о работе

Гарантии Автор24

• Гарантийный срок

  10 дней с момента оплаты работы

• Критерии обращения по гарантии

  Работа не соответствует заявленному описанию или уникальность
  менее
  50%

• Куда обращаться

  Оформить жалобу в личном кабинете

  Инструкция

  Ознакомиться с подробной инструкцией можно по

  ссылке

6 марта 2020 заказчик разместил работу

Выбранный эксперт:

Купить эту работу vs Заказать новую
0 раз	Куплено	Выполняется индивидуально
Не менее 40% Исполнитель, загружая работу в «Банк готовых работ» подтверждает, что уровень оригинальности работы составляет не менее 40%	Уникальность	Выполняется индивидуально
Сразу в личном кабинете	Доступность	Срок 1—4 дня
150 ₽	Цена	от 200 ₽

Не подошла эта работа?

В нашей базе
16058 Эссе
— поможем найти подходящую

5
Похожих
работ

Отзывы студентов

I love typing a phrase into the
Google
 bar and hitting ‘search.’  It’s fascinating to see what other people are thinking and saying about things I find interesting. Tonight my phrase was «natural leader.» I was thinking about clients of mine in leadership positions who struggle as leaders — and others for whom it seems easy.  I’m always interested in the interplay between learned and inborn leadership ability, because so much of what I do focuses around enabling and supporting people to lead well.

A lot of what came up in my Google search was pretty useless (the topic «natural leader» seems to yield a high incidence of platitude and psychobabble), but I did come across a very interesting article from 2011 by Gary Hamel.  He talks about how HR folks can (and should) unearth the natural leaders in their organizations. And then he offers some great «markers» for finding them — ways these folks will be showing up in the organization, whether or not they’re currently in positions of leadership. He asks ten questions:

Whose advice is sought most often on any particular topic? Who responds most promptly to requests from peers? Whose responses are judged most helpful? Who is most likely to reach across organizational boundaries to aid a colleague? Whose opinions are most valued, internally and externally? Who gets the most kudos from customers? Who’s the most densely connected to other employees? Who’s generating the most buzz outside the company? Who consistently demonstrates real thought leadership? Who seems truly critical to key decisions?

The rest of the article goes on to suggest nine ways to ferret out this information — most of which, I’m sorry to say, would probably be either too cumbersome or too big-brotherish to be useful.  So let’s just focus on these ten wonderful questions he asks. They really boil down to three uber-questions:

How much do people look to you for direction?

How deeply do people value your thinking?

How supported by you do others feel?

I suspect these questions seem accurate and resonant to me because they line up so beautifully with our six attributes of the «followable» leader: Far-sighted, Passionate, Courageous, Wise, Generous and Trustworthy.

So: let’s go with this.  Try using these three questions as a self-diagnostic of how you are currently showing up as a leader, regardless of your position in your organization.  Being as honest and neutral as possible about yourself, read them again. For each one, rank yourself 1 to 5, with 1 being «not at all» and 5 being «a great deal.»

Now, here’s the even tougher part.  Find someone who you believe sees you very clearly, who observes you interacting with others in a professional setting, and who is truly willing to tell you the truth about yourself. Ask that person to do the same exercise: read the questions and rate you from 1 to 5 on each of them.

How did you do?

If you and your rater both gave you high scores, congratulations.  Keep up the good work, and look for ways to grow even more in all these areas. If you want to be in a leadership position, odds are that it won’t be difficult for you to achieve that — and to be successful in it.

If you scored yourself high and your rater scored you lower, it probably means you don’t see yourself as others see you.  Being accurately self-aware is the first step on the road to growth: if you think you’re already great when you’re not (I call it The American Idol syndrome), it will be nearly impossible to improve. I’d suggest you spend some time learning to become more accurate about where you’re starting from in your leader journey. Listen carefully to what your rater has told you, and ask others you trust for their opinions, as well.  Then practice observing how you behave (not how you think you should behave or how you’d like to believe you’re behaving, but how you actually show up). Once you feel you have more accurate sense of yourself, you may want to read the advice below about addressing your growth areas.

If you scored yourself low and your rater scored you higher — you may be operating as a leader but under-estimating your own positive impact. Notice how you’re talking to yourself about yourself.  For instance, if your mental monologue is consistently self-denigrating («Well, the only reason they come to me for advice is that I’ve been here for a long time,» or «Sure, I’m helpful, but that’s just the way I was taught,») you may be getting in the way of your own advancement.  There’s a middle path between «aw shucks» and cocky: quiet confidence.  If you can develop that within yourself, you’re much more likely to be rewarded with greater responsibility and bigger jobs. Start by shifting your self-talk to acknowledge your own strengths.

If you and your rater both scored you low in one or more areas — congratulations to both of you on being clear-eyed about a hard truth. Now I’d suggest you find positive roles models who are willing to help you. For instance, if you know that others don’t feel supported by you, think of someone you know who is consistently supportive in ways that help others without compromising his or her own success (you’re not looking for someone who’s a doormat, but rather someone who’s great at creating relationships of mutual benefit). Go to that person and tell him or her what you see and admire; ask if he or she would be willing to become your mentor in this area. (Most people are pleased and flattered to be asked to share their strength, and will say yes.) Then observe this person’s behavior toward others, ask how he or she thinks about being supportive, and try out what you see and hear.  Ask for feedback and tips.  In other words, invite and take advantage of this person as your personal leadership coach.

Whatever the initial scores you and your rater give you, just opening yourself up to ask and answer these questions honestly is a huge step in the right direction. It puts you on the path to becoming the best leader you’re capable of being…

_______________

Check out Erika Andersen’s latest book, Leading So People Will Follow, and discover how to be a followable leader. Booklist called it “a book to read more than once and to consult many times.”

Want to know what Erika and her colleagues at Proteus do? Find out here.

Join our conversation about leadership on LinkedIn.

---