CHAPTER TEN
MAINSPRINGS OF LEADERSHIP
To what has been said, just a few things should be added so that the problem of generating greater powers of leadership within the officer corps may be seen in its true light.
The counselor says: "Be forthright! Be articulate! Be confident! Be positive! Possess a commanding appearance!" The young man replies: "All very good, so far as it goes. I will, if I can. But tell me, how do I get that way?" He sees rightly enough the main point, that these things are but derivatives of other inner qualities which must be possessed, if the leader is to travel the decisive mile between wavering capacity and 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.