resolute performance.

So the need is to get down to a few governing principles. Finding
them, we may be able to resolve finally any argument as to whether
leadership is a God-given power, or may be bestowed through earnest
military teaching.

Two great American commanders have spoken their thoughts on this
subject. The weight of their comment is enhanced by the conspicuous
success of both men in the field of moral leading.

Said Admiral Forrest P. Sherman, Chief of Naval Operations: "I concur
that we _can_ take average good men and, by proper training, develop
in them the essential initiative, confidence, and magnetism which are
necessary in leadership. I believe that these qualities are present in
the average man to a degree that he can be made a good leader if his
native qualities are properly developed; whether or not he becomes a
_great_ leader depends upon whether or not he possesses that _extra_
initiative, magnetism, moral courage, and force which makes the
difference between the average man and the above-average man."

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