Articles / Can Leadership Qualities Be Developed? The Science Says Yes
Development, Training & CoachingDiscover how leadership qualities can be developed through experience and training. Research shows 70% of leadership traits are learned, not inherited.
Written by Laura Bouttell • Fri 7th November 2025
Yes, leadership qualities can be developed. Research demonstrates that approximately 70% of leadership variance stems from environmental factors and learned experiences rather than genetic inheritance. Whilst some individuals may possess natural inclinations towards leadership, the most effective leaders systematically cultivate their capabilities through deliberate practice, mentorship, and real-world experience.
The question of whether leaders are born or made has captivated business thinkers for decades. Yet emerging evidence from behavioural genetics, organisational psychology, and longitudinal leadership studies paints a compelling picture: leadership is far more nurture than nature. For executives seeking to strengthen their own capabilities or develop talent within their organisations, this finding carries profound implications.
The debate between innate talent and acquired skill finds clarity in empirical research. A landmark behaviour genetic study examining twin pairs revealed that whilst 30% of leadership variance relates to heredity, the remaining 70% emerges from environmental influences, training, and experience.
This finding challenges the outdated "great man" theory that dominated leadership thinking for generations. Rather than seeking individuals born with an elusive spark of genius, organisations can systematically develop leadership capacity across their talent pools.
Studies from the Center for Creative Leadership demonstrate measurable improvements in leadership effectiveness through structured development programmes. In one university-based intervention, participants showed a 38% increase in leadership competency scores, rising from an average of 26.71 in pre-tests to 37.01 in post-programme assessments.
The evidence extends beyond academic settings. Executive MBA programmes tracking leadership development show consistent patterns of growth in participants' strategic thinking, emotional intelligence, and decision-making capabilities. These improvements don't occur by chance—they result from intentional developmental experiences combined with reflection and practice.
Not all leadership attributes develop at the same pace or through identical mechanisms. Understanding this nuance allows for more targeted development strategies.
Emotional intelligence stands amongst the most trainable leadership qualities. Research indicates that self-awareness, empathy, and relationship management improve substantially through focused practice and feedback. Leaders who initially struggle with interpersonal dynamics can develop sophisticated emotional literacy through coaching and real-world application.
Strategic thinking similarly responds well to cultivation. Whilst some individuals demonstrate greater pattern recognition or systems thinking aptitude, these capabilities strengthen through exposure to complex business challenges, case study analysis, and mentorship from experienced strategists.
Communication effectiveness represents another highly developable quality. Consider Indra Nooyi, former CEO of PepsiCo, who pursued formal training to hone her communication skills despite her natural intelligence and business acumen. Her journey exemplifies how even accomplished leaders intentionally develop specific capabilities.
Leadership qualities don't emerge fully formed from training programmes alone. They require the crucible of real-world challenges. Research on leadership skill development across career stages reveals that different experiences contribute to growth at distinct points in one's journey.
Early-career leaders benefit most from exposure to diverse projects and cross-functional teams. Mid-career professionals develop through stretch assignments that push beyond their comfort zones. Senior executives refine their capabilities through board service, external advisory roles, and mentoring relationships that provide fresh perspectives.
The pathway to leadership excellence follows predictable patterns, though the timeline varies considerably amongst individuals.
Foundation building typically occurs in the first decade of one's career. During this period, aspiring leaders develop fundamental capabilities: project management, team collaboration, basic decision-making, and professional communication. These building blocks establish the platform for more sophisticated leadership work.
Skill expansion characterises the second phase. Leaders broaden their repertoire, developing capabilities in areas such as strategic planning, organisational politics, change management, and talent development. This stage often spans a decade or more as individuals test themselves across diverse contexts and industries.
Mastery and refinement represents the final stage. Senior leaders integrate their accumulated knowledge, developing distinctive leadership styles that align with their values and strengths. They cultivate wisdom—the ability to navigate ambiguity, balance competing priorities, and make sound judgements with incomplete information.
Neuroplasticity research confirms that adults retain significant capacity for learning and behavioural change throughout their lives. Whilst younger individuals may absorb new information more rapidly, mature professionals bring contextual understanding and life experience that accelerates leadership development in meaningful ways.
The key lies not in age but in mindset. Leaders who maintain curiosity, seek feedback, and embrace discomfort continue developing regardless of their career stage. Conversely, those who believe their capabilities are fixed plateau prematurely, regardless of their natural talents.
Knowing that leadership can be developed differs markedly from understanding how to foster that development. Evidence points to several high-impact approaches.
Formal leadership programmes provide frameworks, concepts, and peer learning opportunities that accelerate development. The most effective programmes combine theoretical grounding with action learning—applying new concepts to real organisational challenges whilst receiving expert coaching.
Harvard, INSEAD, and London Business School offer executive education programmes that demonstrably improve leadership effectiveness. Yet development needn't require prestigious credentials. Many organisations design internal leadership academies tailored to their specific contexts and challenges.
Malcolm Gladwell's popularisation of the "10,000-hour rule" oversimplified expertise development, yet the underlying principle holds merit. Leadership qualities strengthen through repeated practice coupled with high-quality feedback.
This means actively seeking challenging situations rather than remaining in one's comfort zone. It requires soliciting honest feedback from colleagues, direct reports, and superiors—then acting on that input rather than dismissing it defensively.
360-degree assessments provide particularly valuable insights, revealing blind spots and confirming strengths. When leaders review this feedback with skilled coaches, they can design targeted development plans addressing specific capability gaps.
Observing skilled leaders provides templates for effective behaviour whilst offering cautionary tales of what to avoid. The most valuable mentoring relationships combine observation, dialogue, and guided reflection.
Mentors need not be senior to provide value. Peer mentoring circles allow leaders at similar career stages to share challenges, brainstorm solutions, and hold each other accountable for development commitments. Reverse mentoring—where junior colleagues provide insights on technology, cultural trends, or different perspectives—increasingly features in sophisticated development approaches.
Intellectual honesty requires acknowledging that whilst leadership qualities can be developed, certain constraints exist.
Research indicates that 30-48% of variance in certain leadership dimensions relates to hereditary factors. Attributes such as extraversion, openness to experience, and emotional stability show particularly strong genetic components.
This doesn't mean introverted individuals cannot lead effectively—countless examples prove otherwise. Rather, it suggests they may need to develop different strategies than their extraverted counterparts and may find certain leadership contexts more naturally suited to their temperament.
Development requires sustained effort over extended periods. Leaders who lack genuine motivation to improve—whether from complacency, fear of exposure, or misalignment with their values—rarely develop significantly regardless of programme quality or organisational investment.
The most successful development occurs when individuals possess intrinsic motivation to grow, supported by organisational systems that reward development and create opportunities to practice new capabilities.
Even highly motivated individuals struggle to develop leadership qualities in toxic organisational environments that punish risk-taking, discourage feedback, or promote based on politics rather than merit.
Conversely, organisations that prioritise learning, tolerate productive failure, and provide stretch opportunities see dramatic improvements in leadership capacity across their talent pools. The context in which development occurs matters as much as individual effort.
Understanding that leadership can be developed transforms talent strategy from a search for rare natural talent to systematic capability building.
Rather than relying exclusively on external hires for senior roles, organisations can cultivate leadership depth by identifying high-potential individuals early and investing in their development over time.
This approach requires patience—leadership capabilities mature over years, not months. Yet the payoff includes leaders who understand the organisational culture, possess deep institutional knowledge, and demonstrate loyalty born from investment in their growth.
The most effective leadership development occurs through challenging work assignments rather than classroom training alone. Organisations that rotate high-potential individuals through diverse roles, provide stretch projects, and encourage calculated risk-taking develop leadership capacity far more effectively than those relying solely on formal programmes.
This demands that senior leaders view talent development as a strategic priority rather than a distraction from "real work." It requires creating space for reflection and learning amidst operational pressures.
Sceptics question whether leadership development investments yield measurable returns. Yet research demonstrates clear linkages between leadership capability and organisational performance.
Organisations with strong leadership development systems show higher employee engagement, lower turnover amongst high performers, greater innovation, and superior financial results compared to those with weak development cultures. The challenge lies not in whether to invest but in how to invest most effectively.
The evidence overwhelmingly supports that leadership qualities can be developed through intentional effort, diverse experiences, and supportive environments. Whilst genetic factors influence certain predispositions, they account for less than half of leadership variance—the majority emerges from learning and practice.
This finding democratises leadership, suggesting that organisations need not search for rare natural-born leaders. Instead, they can systematically develop leadership capacity across their talent pools through structured programmes, challenging assignments, quality feedback, and development-focused cultures.
For individual leaders, this research offers both encouragement and challenge. Your leadership effectiveness need not be constrained by your starting point—but realising your potential requires sustained commitment to growth, willingness to seek discomforting feedback, and courage to practice new behaviours despite initial awkwardness.
The question isn't whether leadership qualities can be developed. The more pertinent question is: are you prepared to do the work required to develop them?
Leadership qualities emerge from both genetic predisposition and learned experience, with research suggesting approximately 30% relates to heredity whilst 70% develops through environmental factors, training, and practice. Whilst some individuals may possess natural inclinations towards certain leadership behaviours, the most impactful qualities—emotional intelligence, strategic thinking, and communication effectiveness—can be systematically developed through deliberate effort and experience.
Leadership development occurs across career stages, typically spanning 15-20 years to achieve senior-level mastery. Foundation skills develop within 3-5 years, whilst more sophisticated capabilities such as strategic judgement and organisational influence require a decade or more of diverse experiences. However, measurable improvements in specific competencies can occur within months when individuals engage in focused practice with quality feedback and coaching.
Introverts can absolutely develop strong leadership qualities, often excelling in areas such as strategic thinking, one-on-one relationship building, and thoughtful decision-making. Research shows that introverted leaders frequently outperform extraverts in certain contexts, particularly when leading highly capable teams. Development strategies may differ from those suited to extraverts, emphasising written communication, small-group interactions, and leveraging quiet influence rather than charismatic presence.
Self-awareness represents the foundational quality upon which other leadership capabilities build. Without understanding your strengths, limitations, values, and impact on others, development efforts lack direction. Following self-awareness, emotional intelligence and communication effectiveness provide the greatest return on development investment, as they enable relationship building, influence, and the capacity to learn from diverse experiences—all of which accelerate further leadership growth.
Online learning can effectively develop theoretical knowledge and certain leadership frameworks, particularly when combined with action learning and real-world application. However, leadership qualities develop most profoundly through challenging experiences, face-to-face feedback, and interpersonal practice. The most effective approach blends online conceptual learning with in-person coaching, peer discussion, and stretch assignments that allow leaders to test new behaviours and receive immediate feedback on their impact.
Older professionals often develop leadership qualities more efficiently than younger colleagues due to greater self-awareness, life experience, and contextual understanding that allows them to integrate new concepts rapidly. Whilst neuroplasticity decreases somewhat with age, mature professionals compensate through pattern recognition and the ability to connect new learning with extensive prior knowledge. The critical factor isn't age but mindset—leaders who maintain curiosity and openness to feedback continue developing throughout their careers.
Failure provides essential learning experiences that accelerate leadership development when coupled with reflection and quality feedback. Leaders who navigate setbacks develop resilience, humility, and improved judgement—qualities difficult to cultivate through success alone. Research suggests that many exceptional leaders experienced significant failures early in their careers, using those experiences to refine their approach and develop more sophisticated leadership capabilities. The key lies not in avoiding failure but in extracting meaningful lessons from inevitable setbacks.