Can leadership be taught?
In today’s fast-paced business environment, cultivating leadership skills within your organization is essential for long-term success. Developing leaders from within not only strengthens your team but also fosters innovation, loyalty, and a strong company culture. Fourteen CEOs and founders shared their strategies on how to effectively teach leadership, from elevating your team through their talents, abilities, gifts, and skills to putting value in hands-on experience in the real world. Empower your employees, and your organization will thrive.
Elevate your team with TAGS for leadership
Authentic leadership creates the space for others to step up as leaders—on their own terms. As the founder and CEO of a national workforce and talent development firm, I’ve consciously elevated leadership across my organization by elevating the TAGS—talents, abilities, gifts, and skills—of my team members.
These TAGS are identified during onboarding and leveraged on the job. Each year, we set organizational and function-specific key performance indicators that require cross-functional collaboration and the leverage of each team member’s unique TAGS.
Founder and CEO, Reimagine Talent Co.
Develop EQ for growth
Leadership can (and must!) be taught. If I didn’t deeply believe this and hadn’t witnessed it time and time again, I wouldn’t run the company I do. While some people are more naturally drawn to leadership, everyone has the potential to be a leader.
One of the hallmarks of great leadership is high emotional intelligence (EQ). Unlike IQ, which becomes fixed by a certain age (early 20s), EQ can be developed over time. In my work, I use Bar-On’s model of emotional intelligence, which encompasses five overarching skills: self-perception, self-expression, interpersonal skills, decision-making, and stress management. Bar-On has created an EQ assessment (EQ-i 2.0) that I use to measure EQ at the beginning of a coaching engagement and again anywhere from nine to 18 months later. The growth is clear on the assessment, but even more rewarding is the growth individuals see in their careers, including promotions, increased self-advocacy, recognition from senior leadership, and more.
Developing EQ can be done through various modalities, including training, coaching, mentoring, mindfulness and reflection, reading, self-education, and—my personal favorite—real-life practice, by trying new and different approaches to challenges.
While some people may naturally have higher EQs from the outset, everyone can develop in this area.
CEO and Strategic Talent Advisor, Golden Resources, LLC
Cultivate mindset through mentorship
Yes, leadership can be taught, but it’s more about developing a mindset than just acquiring skills. True leadership involves cultivating a sense of responsibility, the ability to inspire others, and the courage to make tough decisions. These traits can be fostered through structured learning, but real growth happens when individuals are placed in situations that challenge them to step up.
At our company, we encourage leadership development through our Lead by Example initiative, in which emerging leaders are paired with seasoned mentors. This program is about learning through observation and practice. I recall when one of our junior managers shadowed me during a critical project. They learned not only the strategic aspects of leadership but also the importance of humility and resilience, which prepared them for greater responsibilities.
CEO and Founder, Toggl Inc.
Give people room to fail forward
Leadership can absolutely be taught, but it’s not something that happens overnight or in a classroom alone—it’s learned through experience, guidance, and a bit of trial and error. At Strategic Pete, we’ve always believed that the best leaders emerge when they’re given room to grow and fail forward.
Take our approach to internships, for example. I’ve hired more than 100 interns, and each one is treated as a potential future leader, not just someone to grab coffee or run errands. From day one, they’re thrown into real projects, given responsibilities, and most importantly, they’re encouraged to think independently and make decisions. It’s not about micromanaging but about creating an environment where they can learn by doing.
One personal experience that stands out for me was when a young intern joined us with a ton of potential but little practical experience. Rather than sheltering him, we gave him the reins on a small campaign with the support of a mentor. He made mistakes—who doesn’t?—but those mistakes became his greatest lessons. That same intern is now one of our top marketing consultants.
It’s this hands-on, learn-as-you-go approach that we’ve found really cultivates leadership from within. As I mentioned on my podcast, How to Be a Thought Leader, leadership isn’t about being perfect. It’s about consistently showing up, learning from experiences, and guiding others with authenticity. People need the opportunity to lead in their own ways, with guidance—not rigid rules.
Chief Marketing Officer, Strategic Pete
Empower the team with personal branding
Yes, leadership is a skill that can be learned and, more importantly, cultivated. At WomenTech Network, we view leadership as a continuous process of self-awareness and development. Giving women the tools they need to develop and market their personal brands is one of the most important ways we promote leadership. This is about more than just teaching them technical skills; it’s about helping them discover their own strengths, values, and potential influence.
I used to work with a bright young engineer who excelled in her field but was hesitant to take on leadership positions. We assisted her in better expressing her vision and ideas through a combination of strategic personal branding initiatives and mentoring. She gradually rose to more prominent positions, oversaw initiatives, and even served as a mentor for others. Her transformation from someone who was afraid to take the stage to a leader who people naturally looked up to was inspiring to witness.
This experience strengthened my belief that providing opportunities for people to reach their full potential, rather than relying solely on innate characteristics, is what distinguishes a leader. We can develop internal leadership by providing appropriate assistance and encouraging self-awareness.
Founder and CEO, WomenTech Network
Support new skills with executive coaching
Leadership can indeed be taught through a comprehensive approach to developing leaders from within. Organizations must offer a multifaceted program, including executive coaching, project-based learning, mentorship, and rotational assignments to provide both a strategic and EQ-focused learning curriculum.
As a seasoned leader and executive coach, I’ve learned the key is support as new skills are practiced and applied. Supporting clients as they navigate complex team dynamics and resolve conflicts is done through providing tools as well as discussing learnings. True leadership development efforts foster stronger team collaboration, improved employee retention, and increased innovative output.
Seasoned Leader, Certified Executive Coach, Advisor, Solle Solutions
Provide guidance and practical resources
Leadership can indeed be taught, and I’ve seen this manifest within my own organization in transformative ways. At Uncover Mental Health Counseling, we’ve developed a mentorship program where experienced therapists guide newer team members through their unique challenges. This approach not only fosters skill development but also builds confidence in emerging leaders.
I recall a specific instance where a junior therapist, hesitant at first, took on a leadership role during a community workshop. With guidance and practical resources, she crafted a presentation that resonated with attendees, showcasing how leadership emerges through experience and support.
By encouraging team discussions and creating opportunities for feedback, we cultivate an environment where leadership qualities can flourish organically. Empowering staff to share their insights and lead initiatives demonstrates that leadership is a craft honed over time, not an inherent trait. The positive impact on our clients and community reinforces the value of nurturing leadership from within.
Founder and Therapist, Uncover Mental Health Counseling
Foster a proactive decision-making culture
I am convinced that leadership is a skill developed over time. That is why I strive to build a leader-leader organization, in which people at all levels are proactive decision-makers. We have established a workflow where no one waits for instructions. Everyone is involved in goal setting, can develop strategic initiatives, and takes 100% responsibility for their parts of the job.
This approach ensures that as the organization grows rapidly and new leadership roles emerge, we can easily fill these positions internally, confident that our employees will handle the responsibility. There are numerous examples of employees transitioning from specialists to department heads within two to three years. While each stage of this transition involves specific internal training, the leadership mindset cultivated from day one is crucial.
CEO and Founder, Headway
Create systematic leadership development programs
In my experience, leadership absolutely can be taught and developed. At my company, we’ve implemented several initiatives focused on cultivating leadership skills from within.
First, we provide emerging leaders with access to executive coaching. Working one-on-one with an experienced coach helps these high potentials strengthen critical skills, such as strategic thinking, influence, and emotional intelligence. The coaches act as thought partners, providing feedback and accountability as the leaders work on their development plans.
We also offer a six-month leadership development program for director-level employees identified as having VP potential. The cohort-based curriculum covers topics such as leading through change, driving innovation, and team development. Participants put their learning into practice through strategic projects with executive sponsorship.
Finally, we leverage a mix of 360-degree reviews, mentorships, job rotations, and stretch assignments to give promising managers broader leadership experiences. The goal is to systematically build a leadership bench across the organization.
In my experience, growing leaders from within results in higher retention, better succession planning, and a strong culture. With the right development approach, the most motivated employees can evolve into confident, inspiring leaders over time.
CEO and Cofounder, Instrumentl
Blend nature and nurture in leadership training
The question of whether leadership is a natural talent or a skill that can be taught has long been a topic of debate. In my experience, many believed that leadership was a genetic trait—something you either had or didn’t.
But as my understanding of human potential evolved, so did the belief that almost anything, including leadership, could be learned and developed.
When working with team members or clients, I believe leadership is a blend of both nature and nurture. Sure, some people might have a natural inclination toward leadership, but that doesn’t mean others can’t develop these skills with the right guidance and experience.
When developing leadership development programs for clients to implement within their organizations, I’ve seen firsthand how comprehensive leadership training programs, reinforced with one-on-one coaching and internal mentorship, can transform individuals. This approach allows leaders to continuously develop their skills, receive personalized feedback, and apply their learning in real-world situations.
A more specific example of how an effective leadership development program has been structured within an organization is focusing on three core areas: self-leadership, team leadership, and strategic innovation.
Self-leadership is about building emotional intelligence, self-awareness, and the ability to manage oneself effectively. Leaders must also be socially aware, empathetic, and capable of influencing others while understanding their own strengths and limitations.
Team leadership and management involve not just practical project management skills but also the ability to build trust, empower team members, and communicate effectively. This ensures that leaders can create strong, cohesive teams that work toward shared goals.
Finally, strategic and innovation skills are crucial for setting direction, generating new ideas, and systematically driving innovation within the organization. Leaders need the strategic insight to move their teams forward and the creativity to innovate within their existing frameworks.
These competencies don’t exist in isolation; they intersect in meaningful ways. By honing these three areas through comprehensive training, on-the-job experiences, personalized coaching, and mentorship, organizations can transform individuals—from within—into well-rounded leaders capable of driving success at every level.
Founder and Leadership Development Speaker, Unicorn Labs
Try a learning lab model
In tight labor markets, such as health care, mental health, and other high-growth sectors, cultivating internal leadership is a critical strategy. As we continue to expand our reach to serve more communities, we have launched several pilot programs to identify and develop internal leadership talent effectively. One of our most successful initiatives is the Learning Lab model.
The Learning Lab is a micro-learning format designed to fit into our leaders’ already demanding schedules. It consists of two 15-minute segments, tailored for a direct care/distributed model. The first session is an immersive learning experience focused on a specific, bite-size skill. These sessions are conducted in small cohorts of five to seven leaders, and we have also introduced an aspiring leader cohort based on performance metrics. These cohorts foster support, connection, and mentorship opportunities across the organization.
Two weeks later, the second session is held, during which the new skill is applied. The final accountability session is used to address questions, uncover obstacles, provide coaching through challenges, and discuss broader applications.
The results have been immediate and impactful. After one year, we have observed a direct positive effect on employee turnover, increased productivity and accountability, and a reduction in employee relation escalations.
Chief People Officer, Community Medical Service
Combine internal mobility and social initiatives
Leadership is a dynamic and multifaceted skill that, in my view, can absolutely be cultivated through education, mentoring, and real-world practice.
One of the most effective ways to nurture leadership is through robust internal mobility programs. Domestic & General (D&G), for example, has made significant strides in this area, with more than 50% of corporate roles now being filled by internal candidates. The benefits of this approach extend beyond simple talent retention. When employees see clear pathways for growth within their organizations, they’re more likely to stay engaged, motivated, and loyal.
Another key strategy involves expanding the talent pipeline through social mobility initiatives. Initiatives such as “Code First Girls” have created accelerated entry points for junior software engineers, offering them a fast-tracked career path. With only 5% of leadership positions in tech being held by women, initiatives such as these are crucial to create a level playing field. These programs not only provide women with skills and confidence but also the networks to advance in the industry.
When companies fail to retain women in technical roles early in their careers, they limit the pipeline of women available for senior positions. At D&G, I’m proud that as the 100-year-old business transitions into a data-led platform—recruiting talent ranging from data science professionals and technology engineers to digital marketing experts—we have women in key leadership roles, including our chief product officer, head of engineering, and director of data strategy. My career development also exemplifies this progression, beginning in operations, evolving through marketing, and ultimately leading to my current role as president of our U.S. business.
Leadership development should also be seen as a continuous process that evolves with the needs of the business and its people. Achieving a realistic work-life balance is a challenge for most working people, but it can be especially difficult for working parents. For example, enhancing support for women returning to work after maternity leave is crucial. This includes implementing policies such as flexible working, parental leave, flexible paternity leave, and working hours, and mentorship programs that promote work-life balance and career development.
For businesses looking to replicate this success, the focus should be on creating development programs that are aligned with both the current and future needs of the business.
U.S. President, Domestic & General
Host lunch-and-learn leadership initiatives
Leadership can absolutely be taught, and leaders should be investing in their leaders of tomorrow. As a senior leader at my organization, I cofounded a leadership initiative with another woman leader. We created lunch-and-learn programs that built and reviewed resumes, recommended books, built video libraries using TEDx programs and YouTube videos, brought in leader speakers, and established mentorships for others. Both women and men were welcome.
We also prepared employees for interviews by running mock interviews for various positions. The cofounder and I were active and engaged throughout the program. As a result, this program resulted in the selection of 30 people into leadership positions over seven years and is still active.
CEO, Catalyst Leadership Management
Build experience in the real world
Leadership can absolutely be taught, especially when people are given the right opportunities and experiences. Our company focuses on learning by doing and pushes employees to take on tasks that help them grow as leaders. In my case, I had to learn leadership when I moved to Canada and couldn’t find a job at a law firm. This made me start my own law firm, which scared and excited me at the same time.
Starting my business from scratch allowed me to shape it based on what I wanted and what my clients needed, teaching me key leadership skills as I went. In the same way, we make paths for our team members to become leaders, knowing that real-world experience is the best teacher.
Founder and CEO, Trademark Factory®
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