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Do We Learn to Become Leaders, or Are We Born for It?

Do We Learn to Become Leaders, or Are We Born for It?

I am currently involved in the African Public Leadership Academy (APLA) — a training program that was initiated by Bridge Africa to provide young changemakers with the tools to shape the future. The topics we cover are numerous, including public narrative, theory of change, advocacy and fundraising, democratic innovation, campaign building, system change, and others.

This experience has made me reflect on a question that has followed me for years:
Are leaders born, or do we learn to become one?

The Myth of a Natural-Born Leader

Sometimes, when we observe public figures like Barack Obama, Ellen Johnson Sirleaf, or Nelson Mandela on public platforms, their leadership abilities look very organic, like they were born to do it. The way they talk, make choices, present themselves, everything seems like just very capable, efficient, and committed « to lead » the ones who are no less than the destiny chosen. But it is the learnings of history and the findings from studies that clarify the matter. In a well-liked investigation, Center for Creative Leadership (CCL) informed that only 24% of the capability to lead is the gift of nature, while the rest of the 76% can be developed by means of experience, learning, and training¹. The authors of this analysis arrived at the conclusion that the ought to be most times a thing that we fashion, rather than the endowment innate in us.

My First Steps as a Leader

My personal journey is a testimony to that belief. In 2008, I had the unique opportunity to join the Young Leaders Club in my high school, les Sapins college— an initiative by the International Leadership Foundation in Cameroon. That was the very first time I came across the concept of leadership.

Our tasks were humble at first — cleaning toilets, helping organize school events, supporting other students. But behind each of these tasks was a lesson: leadership is not about titles, but about responsibility and service.

It was also the first time I was asked to speak in public — a terrifying but empowering moment. I still remember trembling as I stood in front of my peers. That experience taught me something fundamental: confidence is not a prerequisite for leadership, it’s a result of action repeated over time.

Leadership as a Set of Learnable Skills

Over the years, I’ve come to realize that leadership is a craft — a combination of learned skills, practiced reflection, and emotional resilience. Great leaders aren’t just charismatic or intelligent. They are excellent communicators, empathetic listeners, strategic thinkers, and above all, they’re self-aware. Similarly, in the APLA program, we spend time building our “public narrative” — learning how to tell stories that inspire and mobilize. This is based on the work of Harvard Professor Marshall Ganz, who has trained thousands of community organizers worldwide. He teaches that storytelling is not a gift you are born with, but a leadership practice you can learn.²

Charisma Is Nice, But It’s Not Everything

Sure, some people are naturally more outgoing, more magnetic. But charisma alone doesn’t make a leader. It’s a nice to have, not a need to have.

Angela Merkel, who led Germany for 16 years, wasn’t known for her charisma. What made her an effective leader was her ability to listen, stay calm under pressure, and make calculated decisions. She led with credibility, not charm — and became one of the most respected leaders of her time.

I used to think leadership meant having something “special” inside — a hidden power only a few were born with. But now I believe the “special” thing is the willingness to grow.

My Commitment to Growth

That’s why I continuously put myself in spaces that challenge me to grow. Whether it’s public speaking, participating in debates, leading workshops, or joining learning communities — I seek opportunities to sharpen my leadership toolkit.

I believe in the power of intentional learning. We don’t become leaders overnight. We become leaders through consistent effort, reflection, failure, and trying again.

And if I can leave you with one thought, it would be this:
Leadership isn’t a destiny — it’s a decision.

Sources:

  1. Avolio, B. J., & Luthans, F. (2006). The High Impact Leader: Moments Matter in Accelerating Authentic Leadership Development. McGraw-Hill.
  2. Ganz, M. (2009). What is Public Narrative? Harvard Kennedy School. Retrieved from Marshall Ganz – Public Narrative
  3. Center for Creative Leadership. (2020). Are Leaders Born or Made? CCL Research

Dimitri FONE

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