Leadership is one of the challenging exponents in daily life, especially when it involves institutions; one is to be well trained to deal with both human resources and materials to achieve the roles of the institutions they belong.
Often of the forgotten key aspect is that thousands of leaders and managers face exponential change on a daily basis, with or without formal development. As a result, leadership has been treated as a genetically inherited trait.
In the recent course conducted by Tanzania Global Development and Learning Centre (TGDLC) on leadership development program that included executives and mangers, middle and senior officials who currently lead, or are about to lead, work teams and those who assume project leadership roles, there are number of challenges that lead many to accept that leadership are developed daily to meet daily challenges such as an understanding of the role and responsibilities of leadership, emotional intelligence and flexibility in using appropriate leadership style, conflict resolution techniques, planning and understanding the role of leadership in team development.

The discussion emphasized the need to develop key skills and appropriate behavior can boost most leaders to encounter with the current challenges.
“Don't worry about your leadership style, personality, looks or charisma. Managers prove that actions are what counts, and carrying out the actions specified by these leadership skills will make you an exceptional manager of people,” says Director of TGDLC, Charles Senkoro.
To most who debate on the leadership development program view leadership as an attitude and not a position. A leader can achieve defined goals by knowing what he or she wants to do and how to articulate those ideas to others to get the assistance and collaboration necessary to implement that change.
So, are leaders born or bred? Well, in a way, the answer is both. Natural leaders do not go on leadership development training courses. During their lives, they have learned important lessons that allow them to excel when placed in a leadership position. On the other hand, many people who find themselves placed in a leadership position are easily able to develop their natural skills with the right coaching. In practical terms, some leaders are born and some are bred and you wouldn't be able to tell the difference in their performance.
This idea was criticized when issues of accuracy and preciousness are needed in hiring man power, who will take time looking for genetically endowed leader anywhere else while there are human resources who have gone through such an industry with desirable experience.
The course tutor emphasized that it is essential to equip leaders with leadership tools and develop the confidence to lead the people through changes in dynamic workplace environments. In the workshop of leadership development programme, people shared experiential learning, group and on -on-simulations are the vehicles for building skills and gaining feedback on preferred behavior and style.

TGDLC develop skills and competences of the public servants, private sector and civil society for delivery of excellent services through distance learning using cost-effective state of the art technology.
"Leaders do not hold on to power, they distribute it to others," Managers at the course argue. "We want to turn these matchsticks into their own matchboxes to be catalysts for others."
On understanding the role and responsibilities of leadership, leaders have the job of figuring out what people can’t do for themselves; this needs a lot of skills. One has to have emotional intelligence that questions whether people within an organization are stuck in their comfort zone.
Leaders are able to communicate their vision of the future in a way that inspires others to take action. They do not tell other people what to do. In a way, the leader recognizes how everyone in the team contributes to the vision and then trusts them to do that. The born leader, as experience shows, is only interested in results, not process.
Ramadhani Tamawa, of Magena firm and an experienced retired leader during Mwalimu Nyerere’s leadership says that the leadership process is part of our daily experience. We may lead others, ourselves, or be led. We play our part in relationships and groups where it is always around. Sometimes there is an obvious ‘leader’, often there isn’t. Nor are there always obvious followers. The world is not neatly divided in this respect. Part of our responsibility as partners in the process is to work so that those who may label themselves as followers come to see that they, too, are leaders.
Ramadhani says, “Leadership is part of everyday life. It is a process that should be judged in terms of whether it is inclusive and elevating. We need to have a concern for ownership, learning and sharing.”
Leadership can be explored as a social process - something that happens between people. It is not so much what leaders do, as something that arises out of social relationships. As such it does not depend on one person, but on how people act together to make sense of the situations that face them. It is happening all the time. Such leadership often does not reside in a person. It may be shared and can move.

Nyasigo Kornel is a Communication Officer with The Health and Poverty Resource Centre (HPRC) and an experinced journalist, he has worked with the Guardian newspaper