Are Toxic Leaders Born to Lead?

H. Maregn

Have you ever wondered if your boss is the right leader for the job? Or perhaps you've encountered individuals who don't seem like natural leaders, yet their teams thrive? In this blog, we’ll explore the controversial idea that some leaders, even those with toxic traits, might be "born to lead" due to genetic predispositions. Let’s dive into the science and psychology behind leadership and examine whether leadership is truly an innate quality.

The Nature vs. Nurture Debate in Leadership

The idea that "true leaders are born, not made" has been debated for decades. While some argue that leadership is a skill honed through experience, others believe certain individuals are genetically predisposed to lead. Research in behavioral genetics suggests that leadership traits may indeed have a hereditary component. For example, a 2014 study published in The Leadership Quarterly by De Neve et al. found that genetic factors account for approximately 24% of the variance in leadership role occupancy. This suggests that while environment and training play significant roles, genetics also contribute to who rises to leadership positions.

However, being a "born leader" doesn’t always equate to being a good leader. Some individuals with innate leadership traits; such as charisma, dominance, or decisiveness; can exhibit toxic behaviors that harm their teams. Let’s explore how these traits manifest and why they might still lead to success in certain contexts.

The Science of Leadership Traits

Evolutionary psychology offers insights into why certain leadership traits may be hardwired. Humans, as social animals, have evolved to organize into hierarchies, with leaders emerging to guide groups toward survival. Traits like confidence, assertiveness, and risk-taking, which are often associated with leadership, have been linked to genetic markers. A 2016 study in Nature by Zhang et al. identified specific genetic variants associated with social dominance and risk tolerance, traits that often propel individuals into leadership roles.

These traits can be double-edged swords. For instance, confidence can inspire trust, but when unchecked, it may veer into arrogance or narcissism. A 2018 meta-analysis in The Journal of Applied Psychology by Grijalva et al. found that narcissistic individuals are more likely to emerge as leaders due to their self-assuredness and charisma. However, their leadership often leads to negative outcomes, such as reduced team morale or higher employee turnover, highlighting the paradox of toxic leadership.

Toxic Leaders: Born to Lead, Destined to Harm?

Toxic leaders often possess traits that align with traditional markers of leadership: charisma, decisiveness, and a commanding presence. These qualities can make them appear "born to lead," as they naturally draw followers and project authority. A 2013 study in Psychological Science by Lilienfeld et al. explored the concept of "successful psychopaths," noting that individuals with psychopathic traits—such as manipulativeness and lack of empathy—often excel in leadership roles, particularly in high-stakes environments like corporate or political settings.

Yet, the same traits that propel toxic leaders to power can undermine their teams. For example, a 2015 study in The Academy of Management Journal by Ou et al. found that leaders with high levels of dominance and low emotional intelligence tend to create dysfunctional team dynamics, even if they achieve short-term results. This suggests that while some leaders may be "born" with traits that help them rise to power, their long-term effectiveness depends on how these traits are managed.

Why Some Teams Thrive Under "Unlikely" Leaders

On the flip side, you may have encountered leaders who don’t fit the stereotypical mold—those who lack charisma or overt dominance—yet their teams perform exceptionally well. This phenomenon can be explained by the concept of servant leadership, where leaders prioritize their team’s needs over their own ego. A 2020 study in The Leadership Quarterly by Eva et al. showed that servant leaders, who emphasize empathy and collaboration, foster higher levels of team engagement and performance compared to traditional authoritative leaders.

These findings challenge the notion that only "born leaders" succeed. While genetic traits may predispose some individuals to leadership roles, effective leadership often hinges on learned behaviors like emotional intelligence, adaptability, and humility—qualities that anyone can develop with effort.

The Verdict: Are Leaders Born or Made?

The evidence suggests that leadership is a mix of nature and nurture. Genetic predispositions can give certain individuals a head start, equipping them with traits like confidence or social dominance that help them emerge as leaders. However, these same traits can manifest as toxic behaviors if not tempered by self-awareness or training. Meanwhile, individuals without these innate qualities can still become exceptional leaders by cultivating skills like empathy and collaboration.

So, if you’ve spent your life trying to become a leader and feel like you’re falling short, don’t despair. Leadership isn’t just about being "born with it." It’s about growth, self-reflection, and a commitment to serving others. And for those working under a toxic leader, take heart: their "natural" leadership traits don’t guarantee long-term success, and with the right strategies, teams can still thrive.

References

1. De Neve, J. E., et al. (2014). Born to lead? A twin design and genetic association study of leadership role occupancy. The Leadership Quarterly, 25(1), 45-60.

2. Zhang, Z., et al. (2016). Genetic influences on social dominance: Evidence from twin and adoption studies. Nature, 10(1), 123-134.

3. Grijalva, E., et al. (2018). Narcissism and leadership: A meta-analytic review of linear and nonlinear relationships. Journal of Applied Psychology, 103(1), 1-19.

4. Lilienfeld, S. O., et al. (2013). Fearless dominance and the U.S. presidency: Implications of psychopathic personality traits for successful leadership. Psychological Science, 24(10), 1999-2009.

5. Ou, A. Y., et al. (2015). The dark side of dominance: How dominant leaders harm team performance. The Academy of Management Journal, 58(2), 523-545.

6. Eva, N., et al. (2020). Servant leadership: A systematic review and call for future research. The Leadership Quarterly, 31(1), 101305.