Q. The leaders or directors of organizations are often older people. However, some people say that young people can also be leaders. To what extent do you agree or disagree?
In relatively recent decades, we live in a world where people living in modern society have been concerned that the leaders of companies are often the elderly. Hence, we often find ourselves in a dilemma and question regarding this. A lot of people believe that it is not only positive but also helpful for those to give the young chances to be leaders, while others point out that focusing only on young people in organizations would be pretty negative in many aspects. In approaching this issue, both viewpoints will be discussed with appropriate supports.
For those advocating the former opinion, the first thing that has to be mentioned here is that more and more individuals are realizing that young leaders are considered to be more creative and more energetic leadership than the older. This implies that young people can influence their companies worldwide. In the second place, it is generally acknowledged that advantage of young people is best described as an ability to adapt to fast-paced industrial trend. Further evidence for this argument is that more than half of young employee in South Korea tend to understand easier about industrial trend in a world compared to older people recording to research.
On the other hand, are there any drawbacks caused by this trend? Primarily, almost everyone can see that young people become leaders is deeply to do with lack of experiences and patience. That is to say, a number of the young are likely to easily give up all things relevant businesses. Another point to be mentioned here is that older people have strong advantage in social and human network. Logically, this is mainly because young people cannot help having enough social and human network in the end.
All thing considered, I personally believe that young people are also qualified to be leaders, yet, we should not be ignored older peoples’ experiences.
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