"People are likely to accept as a leader only someone who has demonstrated [b]an ability to perform the same tasks that he or she expects others to [b]perform. " [b]Discuss the extent to which you agree or disagree with the opinion stated [b]above. Support your views with reasons and/or examples from your own [b]experience, observations, or reading. （少数和多数之以身作则） [b][b]People are more likely to accept the leadership of those who have shown [b]they can perform the same tasks they require of others. My reasons for this [b]view involve the notions of respect and trust. [b]It is difficult for people to fully respect a leader who cannot, or will [b]not, do what he or she asks of others. President Clinton's difficulty in [b]his role as Commander-in-Chief serves as a fitting and very public example. [b]When Clinton assumed this leadership position, it was well-known that he [b]had evaded military service during the Vietnam conflict. Military leaders [b]and lower-level personnel alike made it clear that they did not respect his [b]leadership as a result. Contrast the Clinton case with that of a business [b]leader such as John Chambers, CEO of Cisco Systems, who by way of his [b]training and experience as a computer engineer earned the respect of his [b]employees. [b][b]It is likewise difficult to trust leaders who do not have experience in the [b]areas under their leadership. The Clinton example illustrates this point as [b]well. Because President Clinton lacked military experience, people in the [b]armed forces found it difficult to trust that his policies would reflect [b]any understanding of their interests or needs. And when put to the lest. He [b]undermined their trust to an even greater extent with his naive and largely [b]bungled attempt to solve the problem of gays in the military. In stark [b]contrast, President Dwight Eisenhower inspired nearly devotional trust as [b]well as respect because of his role as a military hero in World War II. [b]In conclusion, it will always be difficult for people to accept leaders who [b]lack demonstrated ability in the areas under their leadership. Initially, [b]such leaders will be regarded as outsiders, and treated Accordingly. [b]Moreover, some may never achieve the insider status that inspires respect [b]and trust from those they hope to lead. [b]