taught only good music because you as a musician will find it impossible to become enthusiastic over mediocre or poor works; and if you do not yourself glow over the music that you are directing, you will hardly succeed in arousing the children's interest, for enthusiasm spreads by contagion, and there can be no spreading by contact unless we have a point from which to start.
A sense of leadership consists, then, of a combination of self-confidence and poise, clearness of speech and expression, and enthusiasm for one's work; and if with these three there is mingled the ability to think clearly and definitely, we have a combination that is bound to produce distinctive results, no matter what the field of activity may be. Let us repeat that the encouraging thing about the whole matter is the fact that most of the things involved in leadership can be acquired, at least to a certain degree, if persistent efforts are made for a long enough time.
Before going on with the topic to be treated in the next chapter, let us summarize the materials out of which our conductor is to be fashioned. They are:
- Innate musical ability.
- A long period of broad and intelligent music study.
- An attractive and engaging personality.
- A sense of humor.
- A creative imagination.
- Conscious leadership and organizing ability.
Some of these qualities are admittedly almost diametrically opposed to one another, and it is probably because so few individuals combine such apparently opposite traits that such a small number of musicians succeed as conductors, and so few organizers and business men succeed as musicians. But in spite of this difficulty, we must insist again that any really tangible and permanent success in conducting involves a combination of these attributes, and that the conductor of the future, even more than of the past, must possess
