Isn’t it remarkable how often people find themselves in leadership roles, where their main responsibility is to lead and nurture others, yet they are woefully unprepared or, at times, simply uninterested, in carrying such a critical responsibility?

In my experience, it’s not uncommon for highly skilled technical experts to be promoted through the ranks, not due to their ability to work with or lead people, but because of their exceptional performance, technical expertise, commercial and business acumen and prowess. Unfortunately, the development of these individuals as leaders is often overlooked from the onset. Too often, there’s little focus on coaching or grooming them to become not just competent, but exceptional, leaders. As a result, these newly-promoted leaders are thrust into the daunting task of leading, inspiring, motivating, and developing the very people now under their charge. They then climb the ranks but lack the leadership muscle to positively impact people along the way.

The issue is that many of these new leaders are utterly clueless when it comes to the “people” aspect of leadership. In fact, some might even argue they don’t like people much. This leads them to “shoot from the hip”, rely on trial and error approaches, and often mimic the behaviour of managers they once reported to.

They adopt erratic, uncoordinated methods, shaped by outdated or ineffective notions of what a leader should be. These managers may display authoritarian tendencies, refusing to listen, barking orders, discouraging feedback, and communicating poorly and unclearly or, conversely, exhibiting apathy, appearing disengaged and disinterested in their people altogether.

They fail to create vision or structure, neglect the wellbeing of their teams, and see people as mere tools to get the job done. Worse still, they often fail to empower or develop their teams, leaving them without the tools, support, or guidance necessary to thrive.

Simply put, they give their people neither the attention and support nor the care they need to succeed.

So, what can be done in such a seemingly bleak situation?

The real question is: are leaders born or made? I believe that leaders can absolutely be made but only if they are willing and committed to the journey of becoming stellar leaders. It’s crucial that, early in their careers, individuals take control of their own development.

They need to decide if they genuinely want the responsibility of leading people.

From there, they must be coached, mentored, and groomed and grown to understand the weight and importance of the role they are stepping into. This is because leadership is not just a title – it’s a calling to hold others’ lives, careers, and development in your hands.

Legitimate leaders must have the intent to extend care to their teams. They need both an ear and a heart for their people, dedicating themselves wholeheartedly to the growth of those around them. A legitimate leader must want to see their people succeed, not just as employees but as individuals who can thrive and become the best version of themselves. They must be driven to empower others, to nurture potential, and to give their teams the support they need to flourish.

Ultimately, legitimate leaders understand that their role is not simply to demand results because they hold a position of authority or because they issue the pay checks, but because they genuinely care for their people and commit to their growth. Care and Growth are the two fundamental elements that define the legitimate relationship of power in leadership. Legitimate leadership is about nurturing and guiding, not just commanding. A legitimate leader invests in people, empowers them, and fosters an environment where both the leader and their team can rise together.

To be a legitimate leader is to understand that leadership is not a duty, it’s a responsibility to Care for and Grow those you lead. And it begins with intent, a willingness to take on the responsibility of guiding others with heart and purpose.