In some parts of the corporate world, a certain mystique still attaches to the skills of leadership. It is as if only individuals with some kind of exceptional birthright possess the abilities to organise, plan, communicate and manage change - the fundamentals of any leadership role.
Admittedly, the challenges, both day to day and long term, of running a team or division, never mind an organisation with thousands of staff and billions in turnover, are always considerable. But the plain fact remains that it is possible to learn leadership in much the same way one can learn to be an accountant or engineer.
Of course, there has to be a certain level of inclination and aptitude, and some people may be lucky enough to be born with a talent for leadership, with the likes of Sir Richard Branson and Bill Gates making a huge impact on the business world.
By providing the right experience, training and support to those with talent, the potential exists to turn almost any up-and-coming executive into a more than effective business leader.
Shanghai-based Audrey Widjaja has overseen this process many times. As head of the talent and leadership practice on the mainland for consulting firm Hewitt Associates, she has advised numerous clients operating in various sectors with all kinds of structures, corporate cultures and priorities.
While stressing there are special aspects to every case, she also notes that, essentially, three things determine if someone is an effective leader: know-how, style and communication.
