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with women even more than with men, it was impossible to drive but essential to lead; one who recognized that Wacs were adults and did not "mother" them like adolescents; one who realized that women must know "the reason why"; one who worked well with other officers on the base - such a commander could and often did increase the actual job efficiency of an entire WAC unit, even though she had no direct connection whatever with the jobs the individual women held or the sections in which they worked. Unlike the job of squadron commander, the job of WAC staff director in any command began to diminish, in the actual hours it consumed, after the WAC program in the command was fully established and was running smoothly. Whether it would be necessary, ten or twenty years from today, to have an advisor on women's affairs on the staff of each command utilizing female personnel, should women again be used in the army, is a question which cannot be answered at this time. So long as a condition exists, as it did in World War II, in which women represent only about three percent of the total strength of any command, it is probable that the presence of a staff officer in the headquarters of the command to devote her time exclusively to the problems and progress of the women's group will result in better utilization and administration of that minority.

When World War II ended, there was still some uncertainty in the field as to the military status of women- as to how Wacs differed from civilians, both in their administration and 

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