Similarities and difference between "inborn talents" from the "new picture" is given below.
Explanation:
“In the past, leadership scholars considered charisma, intelligence and other personality traits to be the key to effective leadership. Accordingly, these academics thought that good leaders use their inborn talents to dominate followers and tell them what to do, with the goal either of injecting them with enthusiasm and willpower that they would otherwise lack or of enforcing compliance.
“In recent years, however, a new picture of leadership has emerged, one that better accounts for leadership performance. In this alternative view, effective leaders must work to understand the values and opinions of their followers—rather than assuming absolute authority—to enable a productive dialogue with followers about what the group embodies and stands for and thus how it should act. By leadership, we mean the ability to shape what followers actually want to do, not the act of enforcing compliance using rewards and punishments.
Leadership effectiveness is the product of individual ability to be the architect of culture, to understand the values and attitudes of followers (who may be colleagues as well as direct reports), and to inspire the contributions, cooperation and mutual support of the people around the would-be leader.
According to this new approach, no fixed set of personality traits can assure good leadership because the most desirable traits depend on the nature of the group being led and the context at hand.
