Group discipline may be defined as the spirit which pervades the members of a group--the controlling spirit which governs the impulses of the individuals and makes them try to do right and give their best in the common cause. It is as essential to the successful working of an organized machine of humans as is live steam to the working of a cold engine. Its existence in any group is recognized by a ready, cheerful obedience to instructions, by respect for those in authority, by keenness for the common success, and by a high sense of individual duty. It has been well called the "soul" of armies. This means that it is the responsive animating spirit which leads men to splendid deeds of heroism, gives them heart for cheerful endurance of untold hardships, makes them freely surrender individual wills to the will of the leader, and binds them into a loyal fellowship, aspiring, sacrificing, working together for a common cause. Given a policy of unfailing justice, and no matter for what purpose men are brought together, this spirit of discipline may be made to pervade the whole group. It is the direct result of good leadership, and comes naturally from knowing how to handle men. It cannot exist under poor leadership. Its relative value for attaining results has been measured by Napoleon as seventy-five per cent of all the elements that go to make success in battle. In any undertaking demanding the continued application of the powers of man, its value must be rated very high. An organization that lacks discipline may not hope for efficiency. And as poor leadership thus denies efficiency to an organization, so may its efficiency be increased in direct proportion to the quality of leadership shown by those in control, especially by those in direct contact with the men. The object of discipline is therefore seen to be an increase in the total of results. So do not let the mind get fixed on discipline as the end sought by leadership; it is but a means to the attainment of this real object--better results. As in the army many an officer failed of success because he centered his attention on being a disciplinarian and forgot that the object of all training and discipline was success in action, so in any activity, the leader must not let the importance of discipline in itself obscure his judgment when deciding any step toward attaining or maintaining it. It is not the end, but is to be used as a means toward attaining the real end--one hundred per cent results.