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By J. Price Gittinger

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Some commentators have taken this suggestion one stage further and argued that, while social influences and life experiences may modify our innate genetic programming, these can affect the development of our basic personalities and the operation of our brains only in so far as they inhibit or activate propensities that were already there at birth (for example, Ridley, 2003; Stock, 2002). Another way of looking at the influence of innate ‘programming’ and environmental influences on our psychological development is with the hardware/software analogy.

Second, charisma is often regarded as being innate, a THE FOUNDATIONS OF LEADERSHIP AND PEOPLE MANAGEMENT 29 special quality that a few people are born with. How can this be, when there is no gene, or DNA cluster, that is responsible for creating a charismatic personality? Third, charisma comes and goes. It is always ephemeral and rarely lasts for long. If it is an innate part of a person’s psychology, this is not possible. It would be as if one’s personality changed from being extroverted to introverted within a very short period of time.

He learnt to think outside the box, bringing in people from many walks of life to give motivational speeches to his players, during coaching sessions, at team meetings and before matches. He received coaching in media and public speaking skills. He spent many hours with each member of his team in private one-to-one conversations to find out what made them tick and how to get the best out of them. He was an inclusive leader who never allowed ‘in’ groups and ‘out’ groups to emerge. Perhaps Waugh’s greatest quality as a leader was his capacity to nurture and develop the self-belief of players who were at the margins of international cricket when he was first appointed, or who had been lacking confidence in their abilities to perform at the highest levels in the cauldron of international cricket (Conn, 2002).

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