Leadership in Industry

IT IS most appropriate for mining engineers and in fact for all engineers to perfect themselves in leader-ship, because in the last ten years there has been a growing realization on the part of capital that there is no man who by capacity and training is better fitted to manage industrial production than the engineer. In high places the engineer and particularly the mining engineer is coming into his own. We have Mr. Hoover as Secretary of Commerce, Mr. Hammond as the head of the Federal Fact-finding Coal Commission, and Prince Caetani as Royal Italian Ambassador, all mining engineers. More and more in all industries is the manager more likely to be an engineer than he was five, ten, fifteen or twenty years ago, and the feeling is that the man who has had a technical training, whether from going to a school or from burning the midnight oil, makes a better manager than the man who has not. We find in mining that the best man for a manager is one who has had engineering, training. The manager who comes up from the office, from the purchasing department or from the transportation department may make a fairly good manager but he is never so good as the man who has had a technical training. He cannot speak the language of his staff.