Napoleon， Kaiser Wilhelm of Germany， the Czarof Russia， and the King of Spain were examplesof leadership by force. Their leadership passed.
Without much difficulty， one might point to theprototypes of these ex-leaders， among the business，financial， and labor leaders of America who havebeen dethroned or slated to go. Leadership-byconsentof the followers is the only brand which canendure！
Men may follow the forced leadership temporarily，but they will not do so willingly.
The new brand of LEADERSHIP will embrace the eleven factors of leadership， described in thischapter， as well as some other factors. The man whomakes these the basis of his leadership， will findabundant opportunity to lead in any walk of life.
The depression was prolonged， largely， because theworld lacked LEADERSHIP of the new brand. Atthe end of the depression， the demand for leaderswho are competent to apply the new methods ofleadership has greatly exceeded the supply. Someof the old type of leaders will reform and adaptthemselves to the new brand of leadership， butgenerally speaking， the world will have to look fornew timber for its leadership. This necessity may beyour OPPORTUNITY！
THE 10 MAJOR CAUSES OF FAILURE
IN LEADERSHIP
We come now to the major faults of leaders whofail， because it is just as essential to know WHATNOT TO DO as it is to know what to do.
1. INABILITY TO ORGANIZE DETAILS. Efficient leadership calls for ability to organize and tomaster details. No genuine leader is ever “toobusy” to do anything which may be required ofhim in his capacity as leader. When a man， whetherhe is a leader or follower， admits that he is “toobusy” to change his plans， or to give attention toany emergency， he admits his inefficiency. Thesuccessful leader must be the master of all detailsconnected with his position. That means， of course，that he must acquire the habit of relegating details tocapable lieutenants.
2. UNWILLINGNESS TO RENDER HUMBLE SERVICE. Truly great leaders are willing， whenoccasion demands， to perform any sort of laborwhich they would ask another to perform. “Thegreatest among ye shall be the servant of all” is atruth which all able leaders observe and respect.
3. EXPECTATION OF PAY FOR WHAT THEY “KNOW”
INSTEAD OF WHAT THEY DO WITH THAT WHICH THEY KNOW. The world does not pay men for thatwhich they “know.” It pays them for what they DO，or induce others to do.
4. FEAR OF COMPETITION FROM FOLLOWERS.
The leader who fears that one of his followersmay take his position is practically sure to realizethat fear sooner or later. The able leader trainsunderstudies to whom he may delegate， at will， anyof the details of his position. Only in this way maya leader multiply himself and prepare himself to beat many places， and give attention to many things atone time. It is an eternal truth that men receive morepay for their ABILITY TO GET OTHERS TO PERFORM，than they could possibly earn by their own efforts.
An efficient leader may， through his knowledge ofhis job and the magnetism of his personality， greatlyincrease the efficiency of others， and induce themto render more service and better service than theycould render without his aid.
5. LACK OF IMAGINATION. Without imagination，the leader is incapable of meeting emergencies， andof creating plans by which to guide his followersefficiently.
6. SELFISHNESS. The leader who claims all the honorfor the work of his followers， is sure to be met byresentment. The really great leader CLAIMS NONE OFTHE HONORS. He is contented to see the honors， whenthere are any， go to his followers， because he knowsthat most men will work harder for commendation andrecognition than they will for money alone.
7. INTEMPERANCE. Followers do not respect an intemperate leader. Moreover， intemperance in anyof its various forms， destroys the endurance and thevitality of all who indulge in it.
8. DISLOYALTY. Perhaps this should have come at the head of the list. The leader who is not loyalto his trust， and to his associates， those above him，and those below him， cannot long maintain hisleadership. Disloyalty marks one as being less thanthe dust of the earth， and brings down on one’s headthe contempt he deserves. Lack of loyalty is one ofthe major causes of failure in every walk of life.
9. EMPHASIS OF THE “AUTHORITY” OF LEADERSHIP.
The efficient leader leads by encouraging， and not bytrying to instil fear in the hearts of his followers. Theleader who tries to impress his followers with his“authority” comes within the category of leadershipthrough FORCE. If a leader is a REAL LEADER， hewill have no need to advertise that fact except by hisconduct—his sympathy， understanding， fairness， anda demonstration that he knows his job.
10. EMPHASIS OF TITLE. The competent leader requires no “title” to give him the respect of hisfollowers. The man who makes too much over histitle generally has little else to emphasize. The doorsto the office of the real leader are open to all whowish to enter， and his working quarters are free fromformality or ostentation.
These are among the more common of the causesof failure in leadership. Any one of these faults issufficient to induce failure. Study the list carefully ifyou aspire to leadership， and make sure that you arefree of these faults.
SOME FERTILE FIELDS IN WHICH “NEW
LEADERSHIP” WILL BE REQUIRED
Before leaving this chapter， your attention is calledto a few of the fertile fields in which there has beena decline of leadership， and in which the new type ofleader may find an abundance of OPPORTUNITY.
First. In the field of politics there is a most insistentdemand for new leaders； a demand which indicatesnothing less than an emergency. The majority ofpoliticians have， seemingly， become high-grade，legalized racketeers. They have increased taxes anddebauched the machinery of industry and businessuntil the people can no longer stand the burden.