No, we are not to believe that Richard Branson and other courageous leaders are

Question

No, we are not to believe that Richard Branson and other courageous leaders are just like everyone else because what really distinguishes them is the courage to take brave steps when they land in a situation when all may not prefer to react in the same way. However, having said that, it shall not mean that the other people may not possess such heroism in them. It is that, they do not have courage to demonstrate the same and that is why CEO like Richard Branson and other courageous leaders stand out. Moreover, studies also conclude that behavior is genetically controlled. In such a case, the act of heroism is also linked somewhere with that of genetics because courage is a behavior that could be influenced by the genetics and form an integral part to heroism. Hence if not completely, genetics do impact heroism in some way or the other. Leaders could exhibit courage however it takes a lot more to become a hero. Therefore, not all leaders are just like everyone else. He they are depicting heroism then they are putting a foot ahead than the others.

Explanation / Answer

We often ascribe heroic qualities to our leaders. They are courageous in the face of great risk. They persevere when few would. They take action when most sit by. Heroes are exceptional people who display exceptional behavior. But some social psychologists question this conventional wisdom. They note that heroism can be found in many spheres of life, including in the behavior of whistleblowers, explorers, religious leaders, scientists, Good Samaritans, and those who beat the odds. At some time in our lives, we all show heroism when the situation allows us to. If we want to see more heroic behavior, we need to create more situations that produce it. Stanford psychologist Phil Zimbardo goes even further to argue that our romantic view that heroes are born is misplaced: “The banality of evil is matched by the banality of heroism. Neither is the consequence of dispositional tendencies. . . . Both emerge in particular situations at particular times, when situational forces play a compelling role in moving individuals across the line from inaction to action.” People exhibit brave behavior every day. The workers who risked their lives to contain Japan’s earthquake-ravaged nuclear reactors in 2011 are a great example. Thus, we err when we think leaders are uniquely positioned to behave heroically. We all can be heroes in the right situation. However, some hold that heroes are not like everyone else. That’s what makes them heroes. A generation of evidence from behavioral genetics reveals that “everything is genetic,” meaning we have yet to discover an important human behavior that does not have genetic origins. Though we’re not aware of any such study with respect to heroism, it would be surprising if courageous behavior were not at least partly genetic. It’s foolish to think courageous people aren’t exceptional because of who they are. Just as we know there is an entrepreneurial personality and a leader personality, there is a heroic personality. Research suggests, for example, that people who score high on conscientiousness are more likely to engage in courageous behavior. Not all leaders are heroes, but many have exhibited courageous behavior. CEO Richard Branson may or may not be a hero, but when he launches his latest attempt to set the world record for an around-the-world balloon flight or sloop sailing, he exhibits the same courageous behavior when he is leading conglomerate Virgin Group. Virgin Group now includes more than 400 companies, including Virgin Galactic, a space tourism company, and Virgin Fuels, whose goal is to revolutionize the industry by providing sustainable fuels for automobiles and aircraft. Same leader, same heroic behavior—in work and in life.

Q: Are we really to believe that Richard Branson and other courageous leaders are just like everyone else? Specify why.

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