I am indebted for particular ideas to an article in the _Infantry Journal_ of April, 1918, by Professor William E. Hocking, of Harvard University; to a lecture by Admiral Sims, U. S. Navy, published in the same journal in February, 1918; to the series of lectures given by Bishop Brent at Harvard University and published under the title "Leadership"; and to "Industry and Humanity" by W. L. Mackenzie King. Lincoln C. Andrews. New York, June 15, 1920. MANPOWER CHAPTER I Using Human Tools "Aw, what do I care!" says the man who is working under a poor leader. "I'd do anything for him!" explains the happy man who has a good chief. A poor leader may even so antagonize his men that each will actually try to do the least that he can and still hold his job; while a good leader may take the same men through the same tasks and so handle them as to inspire a spirit which will make every man try to do his very best. Manpower is thus seen to be a direct function of leadership. And the difference between the results from good leadership and from poor is often astonishing. The wonder is that we have so long neglected this psychological factor for increasing accomplishment. It is probably because we thoughtlessly accepted the idea that leaders have to be "born," and did not stop to realize that this kind of leadership is in reality an art which may be readily acquired by anyone who has enough native character. Recent experience has taught us that this art may be acquired--so we need no longer sit with folded hands in admiration of the "born leader." What is instinctive in him may be analyzed, reduced to principles, and made applicable to ourselves. It was done for the army, and by study many an inexperienced man made himself a successful leader of troops in the late war. It may be quite as easily done in any other field of activity. A knowledge of this art is of practical value in every phase of human endeavor--in bringing up children, in school, college and hospital, in the office and in the field, and most particularly in industry where men are grouped for the purposes of material production. Applied to any large business organization, let every leader from the big chief to the lowest sub-foreman practice the same principles of leadership, and there will soon permeate the whole machine a spirit of loyalty, teamwork and _esprit_ which will drive it with a marvelous degree of efficiency.