=Keep Down Red Tape.=--In all the work of supervision, the formal part--the accounting and reporting part--should be kept simple; the tendency in administrative offices is too often in the direction of complexity and red tape. Wherever there is form merely for the sake of form, it is well worth while to sound a note of warning against it. =Help the Social Centers.=--The county superintendent and his assistants can be of inestimable value in all the work of the social centers. They should advise with school boards in regard to consolidation and other problems agitating the community. They should lend a helping hand to programs that are being carried out in any part of the county. They should give lectures themselves at such social centers and, if asked, should help the local communities and local committees in every way within their power. =Conclusion.=--The problem, then, of superintendence is, we conclude, one of the large and important problems awaiting solution in rural life and in rural schools. It is the binding force that will help to unify all the educational activities of the county. It is one of the chief stimulating and uplifting influences in rural education. As in the case of most other school problems, the constant surprise is that the people have not awakened sooner to the realization of its importance and to an honest and earnest attempt at its solution. CHAPTER XII LEADERSHIP AND COOePERATION =The Real Leader.=--Real leadership is a scarce and choice article; true leaders are few and far between. The best kind of leader is not one who attempts to be at the head of every movement and to do everything himself, but rather he who makes the greatest number of people active in his cause. It frequently happens that the more a leader does himself, the less his followers are inclined to do. The more active he is, the more passive they are likely to become. As teaching is causing others to know and react educationally, so genuine leadership is causing others to become active in the direction of the leader's purpose, or aim. Some who pose as leaders seek to be conspicuous in every movement, merely to attract attention to themselves. They bid for direct and immediate recognition instead of being content with the more remote, indirect, but truer and more substantial reward of recognition through their followers who are active in their leader's cause. The poor leader does not think that there is glory enough for all, and so he monopolizes all he can of it, leaving the remainder to those who probably do the greater part of the work and deserve as much credit as he. The spectacular football player who ignores the team and team work, in order to attract attention by his individual plays, is not the best leader or the best player. The real leader will frequently be content to see things somewhat poorly done or not so well done, in order that his followers may pass through the experience of doing them.