Today the way we consider human psychology and mental development is heavily influenced by the genetic sciences. But we now understand the importance of inherited characteristics.  Yet we are still unable to decide whether an individual’s personality and development, especially leaders, are more influenced by genetic factors (nature) or by the environment (nurture).

Research, relating to identical twins, has highlighted how significant inherited characteristics can be for an individual’s life. But whether these characteristics are able to develop within the personality of an individual surely depends on whether the circumstances allow such a development. It seems that the experiences we have in life are so unpredictable and so powerful, that they can boost or over-ride other influences, and there seems to be plenty of research findings to confirm this.

Furthermore, despite popular myth, leaders are not born, but they learn how to lead. Our actions and behaviours matter more than we realize. People who act as leaders understand that everything they do and do not do - is significant. The first job of those who act as leaders - whatever their title - is to convince others of the significance of their actions.

Managing people in order to ensure that they do what they’re supposed to do is a necessary activity. Taking time to lead them to new levels of success is a significant accomplishment. Accomplishment begins with a simple commitment each day to improve the lives of those you interact with. The most effective way for those who act as leaders is to realize that a better question to ask oneself is “How can I best contribute?”.

When we have unique skills and passions, we can have an even great impact if we look at the ways we can contribute that will do the best. By placing capabilities and competencies in a knowledge management framework, leaders are able to delve into their creation and development through human capital development. Human capital development activities comprising training, education, and development, fall under the broad rubric of knowledge management and are an aspect of the socialization process that creates an environment conducive to knowledge creation, adaptation and dissemination. Nowadays, many literatures reissue learning organisation to achieve competitive advantages. Those empirically tested model linking human capital development activities and measures of firm performance was developed through the creation and enhancement of capabilities and competencies.

In conclusion, both nature and nurture have powerful effects in developing human capital. The way these factors interact requires the support and cooperation of a leader and others. To harness the power of others, we have to persuade them to follow our lead. To get others to follow us requires character, competence, and networking.

Tags: capabilities and competencies, human capital development, knowledge management, learning organisation, managing people