only when personal freedom of action
operates within an area limited by the rights and welfare of others
that subordination, in its best sense, takes place. To direct a body
of men toward the acceptance of this principle, so that thereby they
may attain social coherence as a group and greater strength of
personal character, is the most solid contribution that an officer can
make to the arms of his country.

He can succeed in this without being godlike in wisdom or pluperfect
in temper. But it is necessary at least that he be interesting, and
that he know how to get out of his own tracks, lest he be over-run by
his own organization. Whatever his rank, _it is impossible for any man
to lead if he is himself running behind_. This bespeaks the need of
constant study, the constant use of one's personal powers and the
exercise of the imagination. As men advance, that which was good soon
ceases to be good simply because something better is possible. Once
men begin to acquire a sense of organization, they also come to take
the measure of those who are over them. They will then move
instinctively toward the one man who possesses the greatest measure
of social energy. The accolade of leadership is not inherent in the
individual but is conferred on him by the group. It does not always
follow that a man can develop an influence with others which is
proportionate to his talents and capacity for work. Leadership in work
is a main requirement, but if the group does not warm toward the
appointed leader, if its members can not feel any enthusiasm about
him, they will be hypercritical of whatever he does.

History confirms, and a study of the workings of the human mind
supports one proposition which many of the great captains of war have
accepted as a truism. "There are no bad troops: there are only bad
leaders." Taking on percentage what we already know of our average
American raw material, as it had proved itself in every war, and as it
has been studied in such a laboratory as the camp at Cape Sabine, no
exception can be taken to that statement. On the other hand, we know
equally well that leadership can be taught and it can be acquired.
Much of our best material lies fallow, awaiting a hand on the
shoulder, and the touch of other men's confidence, before it can step
forward. This is not because men with a sound potential for leading
must necessarily have an outward air of modesty among their major
virtues, but because a man--particul