Articles
Leadership: Nature or Nurture?
By Margaret J. Marcuson
I've been learning more about the "nature-nurture" interaction. Scientist and journalist Matt Ridley titled his book Nature via Nurture to suggest what the research is showing: the nature vs. nurture idea is outmoded. Instead, there is a dynamic interplay between heredity and environment that continues throughout life.
Leaders face a comparable dynamic. Leaders and parents feel tremendous pressure to get it "right," to make things "work." But there are other elements besides our own leadership in the mix of things. In a family, genetics is clearly part of the picture, as is the multigenerational family history. In churches, businesses, community organizations and society, the history of the group is something like "heredity." There are influences at work that go far beyond the individuals involved in the present. The leader makes up part but not all of the environment, and never has complete control over it. Many factors make up both the internal and external environment of an organization.
It's still true that leadership is important. Leaders play a critical role, just as certain environmental factors play a critical role. Without water we wouldn't have much of an environment, for example. Without leaders, we wouldn't have much of a society.
But to recognize the many and various factors that go into our "success" as a leader (or lack of it), helps give us some freedom and room to maneuver. If it is not all about us, we can get a little breathing space, step back, and learn more about the whole picture. What is the history of this place, the "genetics," from the founding through the various adaptations along the way? What do I observe about the rest of the group's environment, those I am leading and their strengths and weaknesses? What do I notice about the wider environment, what is going on in larger institutions, in the country, in the world, that might be affecting what we are able to do together? For example, every institution affected by this year's notable natural disasters will have more difficulty, no matter how gifted the leaders are.
Of course, we do need to come back to ourselves. As leaders, we step into a potent mix of possibility which we have not created. But it is still important to ask ourselves questions like: how do my own vulnerabilities intersect with the leadership challenges I face? My own tendencies to react, to take responsibility for others or to withdraw in the face of conflict may get in the way of leading. How do I bring my best self to the mix of nature and nurture that is this group of people I lead, so I can do my part to nurture the potential that exists? My own unique giftedness in providing vision, building relationships, and even a sense of humor, can be exactly what is needed.
And finally, I must let go of what is not mine to carry so that the natural resources of others have room to grow.
Margaret J. Marcuson is a leader of leaders, ordained minister, and teacher and student of human systems. She speaks and writes on leadership and works with faith leaders nationally as a consultant and coach. She is based in Portland, Oregon. Sign up for her monthly newsletter, The Leadership Adventure, at www.margaretmarcuson.com
