A leader of one can eventually become a leader of what?

The essence of the statement suggests that a leader, starting by guiding a small group or perhaps even one individual, has the potential to expand their influence and leadership to a larger number of individuals or a broader organization. This reflects a key principle in leadership development; effective leaders build their skills by initially working with small teams or individuals, and as they gain experience, confidence, and competence, they can take on more significant responsibilities and lead larger groups.

Furthermore, the concept highlights how leadership skills are not limited to one-on-one situations but can naturally evolve to accommodate larger audiences. Successful leaders inspire others, fostering not only loyalty but also the ability to delegate and manage a greater number of team members. Over time, this can lead to a cascading effect where strong leadership cultivates new leaders, thereby multiplying the overall influence.

The options that suggest leading fewer individuals or none do not align with the potential growth trajectory of a leader. A leader's journey typically involves scaling their influence rather than diminishing it, as the primary goal is often to make a more substantial impact. Therefore, transitioning from a leader of one to a leader of many encapsulates the dynamic nature of leadership development.