PSY 425 Topic 5 Every Leader’s Dream

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Heritage Every Leader’s Dream

No leader has ever hoped that their dream would die with them. On the negative, their topmost stopgap is that they’ve conceptualized and developed or erected commodities that will outlive them, keeping their dream alive long after they’ve gone. They hope their dream is important enough to impact people across the periods. To engage in such a bid is to make one’s heritage, and one’s heritage is for what they’re best flashed back. A person’s heritage also greatly influences how they’re flashed back.

Are they flashed back for having great ideas, being humanitarian and charitable, or erecting others up? Numerous great leaders have such a mark on history that their dreams live on, leaders like the launching Fathers, Abraham Lincoln, Mother Theresa, Dr. Martin Luther King, Jr., Mahatma Gandhi, and Nelson Mandela. There’s a fairly simple process for leaving a heritage, which must be coupled with strong leadership characteristics to ensure that there are people who wish to carry the dream on.

How One Leaves a Heritage

PSY 425 Topic 5 Every Leader’s Dream

The process of leaving a heritage can be divided into four introductory aspects, videlicet particularity, illustration, connections, and communication, which will be explained in lesser depth below.


The leaders who have been fortunate enough to leave a heritage started their trip with the confirmation of an idea. The idea tends to be one that carries a significant influence on the lives of others. In the case of the leaders mentioned over, their dreams impacted the lives of multitudes of people. Utmost leaders in no way attain similar wide-reaching influence, but that doesn’t minimize the heritage they leave before. The key is for the leader to know the heritage they wish to leave (Maxwell & Covey, 2007). The idea to be carried forth should be specific in its end, which will make the dream easier to live. The particularity will also help those who come before to maintain the asked direction and aid in the after corridor of the process (Krupp, 2008). Knowing the dream enables the leader to live as an illustration of what the dream can bring for others.


One important illustration of how a leader can embody the dream is John Wooden. Coach Woolen’s dream was to help others come to stylish performances of themselves. In living his dream, he chose to be a lifelong learner. He knew that he couldn’t help people grow into their implicit still n if he stagnated in his own growth (Walton.d.). John Maxwell and Stephen Covey (2007) echo this belief that it’s imperative that leaders be the thing they wish to see in others. Living one’s dream builds credibility in both the individual and their communication. The integrity of living in such a way tends to draw like-inclined people to the leader and their cause.


PSY 425 Topic 5 Every Leader’s Dream

The strength and life of a leader’s heritage are directly tied to those they attract. As Maxwell and Covey (2007) assert, leaders who simply draw in followers can anticipate a rather short-lived heritage as they only impact those with whom they come into direct contact. Still, a leader that draws in others with strong leadership characteristics can ensure that their heritage will live on long beyond their time. This is a product of good leadership that types new leaders, which can be illustrated in this inflow map. The map could be expanded infinitely if the leaders created continued to produce leaders.

Truly, the topmost measure of a leader is their capability to exercise the Law of Addition (Maxwell & Covey. 2017). Thus, if a leader wants to produce a heritage, they should be concentrated on developing current and unborn leaders, investing all they can into each person, and encouraging them to go on and develop others (Maxwell, 2015). From that pool of leadership, one can fluently choose stylish people to carry on their dream.


PSY 425 Topic 5 Every Leader’s Dream

Communication, being another crucial aspect of leadership, allows the dream to be passed on. The specifics of the dream and the counteraccusations thereof must be made egregious to the incoming leader. The leader must also easily communicate the transition in leadership to the platoon members and their followers. They should work to make everyone’s confidence in the new leader too. Once the platoon and the followers are comfortable and confident that the dream will be maintained, the transition culminates in the leader’s proverbial end of the cane.

This should be done in as positive and public a manner as possible. Except for cases of death, the gregarious leader should also plan to maintain probative vacuity if the new leader needs help. Immaculately, however, once the cane is passed, the new leader should bear it on their own (Krupp, 2008). If the old leader has done all they could to adequately prepare the new leader, they should be well set to carry the dream ahead with the support of their platoon.


Krupp,S.( 2008, JAN 29). How to leave a heritage. Harvard Business Review.

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Maxwell, J., & Covey, S.( 2007). The 21 irrefragable laws of leadership Follow them, and people will follow you. Nashville, TN Thomas Nelson Publishing. ISBN- 13978078528 8374

Maxwell,J.( 2015, JAN 28). What should be the heritage of a successful leader? JohnC. Maxwell.


Walton,B.(n.d.). John Wooden, like UCLA, was simply stylish.