MANPOWER BY LINCOLN C. ANDREWS AUTHOR OF " Military Manpower ," " Basic Course for Cavalry ," etc. NEW YORK E. P. DUTTON & COMPANY 681 FIFTH AVENUE Copyright, 1920 By E. P. DUTTON & COMPANY All Rights Reserved Printed in the United States of America In appreciation of the splendid work of the civilians who qualified as military leaders during the war, I dedicate this book to the officers and non-commissioned officers of civil life. Charged with directing the work of others, they

Some years ago, for the instruction of National Guard officers, I undertook the then unique task of analyzing the psychology of military training and leadership, and of putting into written form the principles of the art of handling men. The necessity for quickly training great numbers of inexperienced men as leaders in war proved my chapters on Leadership and Training to be both practical and helpful to thousands of civilians fitting themselves for positions of command. Many of these, business

"Aw, what do I care!" says the man who is working under a poor leader. "I'd do anything for him!" explains the happy man who has a good chief. A poor leader may even so antagonize his men that each will actually try to do the least that he can and still hold his job; while a good leader may take the same men through the same tasks and so handle them as to inspire a spirit which will make every man try to do his very best. Manpower is thus seen to be a direct function of leadership. And the diffe

If even two persons are going to work together for a common purpose, they will do better if they "organize" for it. The more clearly they define their purpose, their policy and methods, and the responsibilities and functions each is to assume;—the more they will gain in efficiency by avoiding friction, lost motion, and the deadening mental effect of misunderstandings and questionings. As the number engaged increases, the advantages of organization increase, until when many are engaged organizati

Our object in this chapter is to get at the practical elements of leadership; to find out what leadership requires in one's own personal qualities and in the methods of dealing with men. In doing this the first consideration is to understand the object of leadership. To get a clear conception of the object of an undertaking should always be the first step in its execution, for men work to better advantage and leaders lead to better advantage, when the object of their efforts is clearly defined i