_Individuals in Crowds._--The individuals who compose the group have to a degree lost their identity and have passed much of their individual responsibility to the shoulders of the group. They thus come to find themselves feeling free to do things they would never consider doing as individuals, and being controlled by statements and suggestions which they would know to be absurd in ordinary circumstances. Thus they approach a point where they do not respond to sound reason and logical argument, but rather react to impulses which are aroused by passionate appeals, daring suggestions, almost anything that has a catching sound and is often enough repeated. And thus they may end by becoming a mob, susceptible to blind impulses and ruled by unreason. In its beginnings this group is easily amenable to control, for the "mob will" has not yet taken form, and the individuals still retain some sense of reason, personal responsibility and fear of consequences. But the longer they remain together, the greater their numbers, the more they are harangued as a body having a common purpose, the more surely does this crowd-will take form and make possible their transformation into a mob. Therefore by temporizing with the crowd you strengthen its unity and encourage the growth of its concerted will. Action to control the situation must be prompt and decisive, and directed to an immediate dispersal of the crowd. Let the mob spirit once get really under way, feel its unity and find its peerless leader, and it may be controlled only by similar tactics to those of the demagogue who now leads it, or by the use of the armed forces of the law. These are points well worth the consideration of every citizen, whether he contemplates joining a mob or trying to prevent one. _Conclusion._--As you note that this discussion is ended, it is possible that you are wondering how I could have failed to mention so-and-so as one of the most important elements in leadership. I hope you are, for in so doing you have taken a big step in leadership in that you have yourself considered and weighed its requirements. I repeat in closing that it is only by giving personal thought to these questions and deciding upon your own personal methods and conduct that you will acquire success in handling men. Let your purpose be clear and worthy, and your policy based on square dealing; be yourself genuine, unselfish and just; make your men partners with you in the enterprise, and your personality such as to admit their loyal co-operation and following; keep in mind that your object is to increase their manpower through their developed individual manliness and character; and then work out the details as your own experience and judgment dictate. * * * * * * Transcriber's note: Obvious printer's errors have been corrected. Inconsistent spellings and inconsistent use of hyphens have been preserved.