The Development of Leadership

The Emergence of a Leader
Leaders are made and not born. This is because leadership is not something that some can be born with, but rather it is something that an individual learns and practices over a period of time. The job of leading an organization is complex and to expect that an individual would be born with the ability and tools necessary to lead is not possible. However, with this said there are traits that individuals are born with like extraversion (Kotter, 1999), which would predispose them into leadership positions. This would not mean that all individuals born with extraversion will automatically be leaders. Leadership requires constant growth and the seeking of new experiences, which would allow the individual to increase their knowledge.
Since leaders are made it quite correct to assume that it is possible for someone to learn how they can cultivate and leverage the personal sources of power that they would have within an organization. With power comes great responsibility, therefore, should be able to make use of their power sources in order to influence and motivate the employees. This is something that is learned as one is progressing through the ranks within the organization and a leader should be able to cultivate these sources of power for the advantage of the organization.
It is possible for a person to modify their behavior in order for them to be more leader-like. As earlier noted leaders are perceived to be extroverted and it is possible to have an introverted person becoming a leader. With proper training and guidance, the individual would be able to modify their behavior and adapt to the leadership prototypes (Pfeffer & Sutton, 2006). There are numerous leadership coaching classes that are all aimed towards transforming the individual into leaders. With the right attitude, one can modify their behavior and be perceived to have leader-like attributes.
Motivating Employees
Intrinsic motivation has the potential for high levels of engagement and performance because the motivators for performing a particular task or responsibility is internal. When an individual is working on a task that is personally rewarding they are most likely to give it their all and they will be happy when performing the task. When an individual is doing something because they are enjoying it instead of the external reward that is attached they are more likely to be good at it and they will not need to be pushed in order to complete the given task. In most instances, the individual will be looking forward to work and they will be highly engaged with their work.
Contingent rewards when combined with intrinsic motivation results in increased motivation for the short-term, but in the long-term, the individual would lose interest in performing their work (Pink, 2011). In most instances, contingent rewards are aimed at increasing an employee's productivity, but it has been established that it results in the opposite. This is because the employee will most likely lose interest in their work because they are no longer doing it because they love and enjoy it, but rather for the reward they will receive.
The best way to distribute tangible economic rewards is by rewarding the employees unexpectedly. Employees who are intrinsically motivated will perform tasks because they enjoy what they are doing. To ensure that the employee does not lose their motivation because of economic rewards, the reward should not be attached to the work the employee is performing, rather the reward should only be mentioned after the employee has successfully completed their task. This way the employee will not associate the reward with the work they were doing. These are referred to as the "now that" rewards instead of the "if-then" rewards.
References
Kotter, J. P. (1999). What Leaders Really Do, a Harvard Business Review Book. Boston, MA: Harvard Business School.
Pfeffer, J., & Sutton, R. I. (2006). Evidence-based management. Harvard Business Review, 84(1), 62.
Pink, D. H. (2011). Drive: The surprising truth about what motivates us. New York, NY: Riverhead Books.