Said Gen. C. B. Cates, Commandant of the Marine Corps: "Leadership is intangible, hard to measure and difficult to describe. Its qualities would seem to stem from many factors. But certainly they must include a measure of inherent ability to control and direct, _self-confidence based on expert knowledge_, initiative, loyalty, pride, _and a sense of responsibility_. Inherent ability obviously cannot be instilled, but that which is latent or dormant can be developed. Other ingredients can be acquired. They are not easily taught or easily learned. _But leaders can be and are made._ The average good man in our service is and must be considered a potential leader." There are common denominators in these two quotations which clearly point in one main direction. When we accent the importance of extra initiative, expert knowledge and a sense of responsibility, we are saying in other words that out of unusual application to duty comes the power to lead others in the doing of it. The matter is as simple and as profound as that, and if we will consider for but a moment, we will see why it could hardly be otherwise. No normal young man is likely to recognize in himself the qualities which will persuade others to follow him. On the other hand, any man who can carry out orders in a cheerful spirit, complete this work step by step, use imagination in improving it, and then when the job is done, can face toward his next duty with anticipation, need have no reason to doubt his own capacity for leadership. The psychologists assure us that there is a sound scientific basis for what enlightened military trainers have long held to be true--that the first-class follower and the leader are one and the same. They say that this is literally true, and that their tests prove it so. But it does not follow that every man can be taught to lead. In the majority of men, success or failure is caused more by mental attitude than by mental capacity. Many are unwilling to face the ordeal of thinking for themselves and of accepting responsibility for others. But the man determined to excel at his own work has already climbed the first rung of the ladder; in that process he perforce learns to think for himself while setting an example to those who are around him. Out of application to work comes capacity for original and creative progress. The personality characteristics, emotional balance, etc., which give him excellence in those things which he does with his own brain and hand will enable him to command the respect, and in turn, the service of other men. To this extent, certainly leadership can be learned! It is a matter of mastering simple techniques which will give more effective expression to the character and natural talents of the individual.