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 COÖPERATION
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. It is only by having such experiences that followers are enabled, in turn, to become leaders.
Teaching vs. Telling.—As has been shown in an earlier chapter, the lack of leadership is frequently exhibited in the classroom when the teacher, instead of inducing self-activity and self-expression on the part of the pupils, proceeds to recite the whole lesson himself. He asks leading questions and then, at the slightest hesitation on the part of a pupil, he suggests the answer; he asks another leading question from another point of view; he puts words into the mouth of the pupil who is trying in a pitiable way to recite; and ends by covering the topic all over with words, words, words of his own. This is poor leadership on the part of the teacher and gives no opportunity for real coöperation on the part of the pupils. The teacher takes all the glory of reciting, and leaves the pupil without an opportunity or the reward of self-expression.
Enlisting the Coöperation of Pupils.—All children—and in fact all people—if approached or stimulated in the proper way—like to do things, to perform services for others. A pupil always considers it a compliment to be asked by his teacher to do something for him, if the relations between the teacher and pupil are normal and cordial. This must, of course, be the case if any truly educative response is to be elicited. Socrates once said that a person cannot learn from one whom he does not love. The relation between pupil and teacher should be one of mutual love and respect, if the educational process is to obtain. If this relation does not exist, the first duty of the teacher is to bring it about. Sometimes this is difficult. I once heard a teacher say that it took him about three weeks to establish this relation between himself and one of his pupils. He finally invited the pupil out hunting with him one Saturday, and after that they were the best of friends. The pupil became one of the leaders in his school and his coöperation was secured from that time forward. In this instance the teacher showed marked leadership as well as practical knowledge of psychology and pedagogy. Francis Murphy, the great temperance orator, understood both leadership and coöperation, for he always, as he said, made it a point to approach a man from the "south side."