This art of handling men is called leadership; and during the late war was made a study for practical application in all armies. On his excellence in the practice of this art depended every military leader's ability to deliver that superior manpower of his men which made his unit victorious. In the past this used to be the function of the few "born leaders" who seemed to know instinctively how to inspire others to give their uttermost. But these born leaders were too few to meet modern requirements, so we were forced to make their natural art a matter of analysis and instruction. This art is based on the fact that there is in every man a tremendous latent force which may be aroused and used by a skillful leader who knows how to inspire the man's loyalty, pride, and ambition to do his utmost for the glory of his group and the honor of his cherished leader. The poor leader leaves all this enthusiastic service and devotion dormant in his men, and therefore commands only mediocrity. His men do just well enough to conform to cold requirements. The letter of the law is their sole guide, and they may even seek means to evade that. Such leadership paralyzes efficiency, and does actual harm to the character of the man who must operate under it. Denied the privilege of giving free play to his constructive instincts, he becomes prey to those which breed on discouragement and discontent, and the end of this man is far worse than the beginning. Not so with good leadership. It wins its efficiency and material reward, not at the expense of manhood, but by appeal to the very instincts whose free play gives pleasure to the inner man and results in the upbuilding of his character and his faculties. The end thus finds him a better man and citizen for the kind of work he has done. It is this dual result which so highly commends the practice of this art. The most mercenary may well adopt it for the material gain it will bring; the altruist may adopt it for the inner joy of seeing the character and manliness of his men growing under his hands. And in the end even the leader who accepted it for material reasons will find self-satisfaction in that he must feel that the community is better for his living in it. Leadership is an art, not an exact science. Its seat is in a man's soul rather than in his brain. To attempt to teach it we appeal broadly to a man's understanding and appreciation of what the laws of life require. It is a comprehensive subject which may be far from completely covered in one chapter. But fortunately one need not attain anything like perfection in order to be recognized as a good leader and to win a fine response from his men. So much is man a creature of the better instincts, so responsive is he to fair and decent treatment, that if his leader but be genuine in his practice of but a few of these principles of leadership, his men will deny his weaknesses and failures, and give him their loyalty and service without measure. CHAPTER III