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ANIMAL EXTINCTION [15.07.2017]
Animal species are becoming extinct due to human activities on land and in the sea. What are the reasons and solutions?
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How to have great leaders has been an issue of much debate. Being able to hold leadership positions is believed to be an innate quality, but another argument points to the training aspect. Although both sides seem convincing, I support the latter one.
On the one hand, it is easy to see why the ability to lead is considered a gift of nature. First, those who are predisposed to head a group must possess formidable personalities. For example, they attract and inspire trust in followers by showing self-confidence, assertiveness, boldness and sociability. In this line of thinking, such soft skills can only be explained but not implanted in the mind of reserved and introverted individuals, so the process of appointing a person to assume managerial responsibilities tends to eliminate weak characters. Second, inborn leaders have better instinct to deal with unexpected dilemmas. To illustrate, if a company is faced with difficult circumstances that have never been on record or predicted by a team of experts, it may need a CEO with the right amount of intuition to come up with innovative strategies and tackle the problems.
On the other hand, proper learning and training could produce qualified leaders for many reasons. One obvious point is that directing an operation is a complicated matter that no single individual can master by simply being born. That is, it requires a person to acquire knowledge about various aspects of an organization and understand the core business to ensure strong management, which usually takes time and focused effort. Another fact is that people who seem quiet and introspective can be taught to demonstrate effective leadership. In other words, if they are willing to listen, observe, invite feedback and emulate role models, they can unlock their potential and rise to challenges. In fact, with hard work, they would carry out a better job than arrogant counterparts who grow complacent about inherent superiority and see little value in improving their performance.
In conclusion, there is no doubt that both views are correct, but I am in favour of building leadership through learning and experience rather than relying on natural traits.
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