The debate over whether leadership can be learnt or is primarily an innate gift remains one of the most enduring questions in organisational studies. For centuries, great leaders were portrayed as exceptional individuals endowed with natural charisma, vision, and decisiveness. From the “Great Man” theories of the nineteenth century to contemporary perspectives on political and corporate leadership, this view has positioned leaders as individuals set apart by inherent traits. However, as organisations and societies have become increasingly complex, leadership has shifted from being seen as a personal attribute to being regarded as a process of influence and adaptation. This essay argues that although certain personality traits may offer initial advantages, leadership is largely a skill that can be cultivated through education, training, and lived experience. To develop this argument, the essay critically examines leadership theories, evaluates real-world evidence, and considers struc...