_Courage, Fear and Self-Control._--In many fields of activity a leader is likely to be called upon to meet emergencies requiring a cool head and a stout heart. Some men shrink from assuming the responsibilities of leadership in these fields lest they lack the nerve and show fear when the test comes. It should be helpful to them to understand something about these emotions, why they come and how they are controlled. We may assume that everyone feels fear, for the self-protective instincts are perhaps the strongest, and fear is Nature's instinctive warning of the imminence of danger or of consequences which threaten our well being. The purpose of this warning is to make us take steps to meet the danger, and it thus leads us to action. Then we forget the fear, as it generally disappears when we have gotten into action. A developed mind and character, bodily health, and a determined purpose, all combine to enable one to avoid showing fear or letting it improperly influence his actions. No one would willingly follow a leader who lacked a courageous character, nor could a leader hope to carry on successfully if he was self-conscious of his own moral weakness. So we say that both the leader and his men must have confidence that the leader possesses courage and force of character, so he will be self-controlled and capable of calm reasonable judgments in the crises of his work. The leader establishes this mutual confidence by the self-control and good judgment with which he meets the smaller emergencies of daily administration. If he becomes excited over little things, bellows and shouts because something goes wrong, he is not only failing in self-control, but is making his men question his force of character and his ability to meet a real situation. A new leader should therefore make a point of training himself in self-control under trying circumstances; he should even seek situations which try his nerve and judgment, rather than avoid trouble as the weak man does by quietly slipping around it.