FOR MORE than 25 years, the bowling business has spiraled downward. With the passing of each of those years, industry leadership consistently and confidently reassured us that the end was in sight and we were on the verge of an upswing. And so it went: an ever-growing number of leagues progressively disintegrated, ABC and WIBC membership continued to dwindle, and more and more centers went out of business, despite promise and prognostication to the contrary. Yet, with all this adversity, one bowling beacon, the Professional Bowlers Association, continued to shine, forestalling obscurity for the sport by means of its nationally televised tour. Then it happened: after 35 years, the ABC network canceled "bowling's showcase," and the sport's ocean liner now seemed rudderless in an angry sea.

Why this extended and expansive decline, erosion, recession, attrition? Well, if you avail yourself of a number of periodicals that abound in the industry, you'll get more than just a few answers. Some are relevant. Most of them, however, are bizarre. Such reasons as the "blue collar" stigma, lengthy league seasons, and changing socio-economic trends are little more than mindless babble professed by authors who can't see the total picture.

What is the real problem with bowling? In a nutshell, the lack of able leadership. Over the course of the last 35 years, I've met a lot of terrific people in this business. Nice people. Kind people. Well-educated people. But sadly, not too many people who shared the keen knowledge, special attributes and unique personality required for strong and effective leadership.

Understand that when you are appointed the head of one of the major industry integers, you automatically become a leader, but not necessarily a good one. Real leaders set good examples. They, in themselves, are examples to be followed, not models to be admired. Real leaders understand that making sound and timely decisions requires you to stick your neck out once in a while. When Harry S. Truman occupied the White House, he uttered a truism that still reverberates strongly through corporate America, "The buck stops here!" Real leadership seeks responsibility and takes responsibility for its actions. It seeks tough assignments and courageously takes action to resolve them.

Well, there is good news. A real leader is emerging in the bowling business: Mark Gerberich. Two years ago, Gerberich was chosen to be commissioner of the Professional Bowlers Association. At the time, it was probably the toughest job in the industry. Mark himself told me, "I think I got the job because no one else wanted it." To be honest, I joined with many others in questioning whether he was the right man for the job.

But as time passed, he more than proved his worth. Even more, I am amazed with how much this man has grown in stature and command in his role as commissioner. "Bull" Halsey, the famed World War II Navy admiral, once said, "There are no great men, just great challenges which, if they are to be resolved, require normal men to step forward and accept. Fortunately for us, a few men have what it takes to rise, meet and overcome those challenges." I believe Mark Gerberich fills this mold to a T.

Among other things, what makes Gerberich so special in his role as commissioner is his bowling background and experience. Mark was born in Lebanon, Pa., 38 years ago. He started as a junior bowler, but didn't bowl again until he was 19. In college, he was a math major for two years before leaving school to get into the banking business. At this time, he joined a church league with his dad. The following year, he bowled in eight leagues and subbed in three others. Needless to say, his average rose from 163 to 208. Enamored with bowling, he quit the banking business and went back to school, this time majoring in Sports Administration. He also captained the school's bowling team (bowling two 300s) and was 12th in the country his senior year. So, in this regard, Mark is one of us. As one veteran pro bowler put it, "He's a bowler's bowler. Absolutely."

Gerberich was hired by the PBA as membership services director in 1983 after graduating from college. In 1988, he was promoted to director of operations. In that capacity, he oversaw a 20-person staff and was responsible for budgetary considerations and day-to-day activity of the 3,700-member group. In 1994, Mark became deputy commissioner, succeeding Mike Connor as the commissioner. Chalk up another high grade for experience.

His accomplishments since becoming the commissioner are not only numerous, but significant. And because they are well-recognized in the industry, there's little point in my listing them here. However, it would be appropriate to point out that Gerberich has re-energized the PBA with innovative marketing and public relations efforts, and with a tireless commitment to reorganization and restructuring. A noted example is the shakeup in PBA personnel. As Carmen Salvino said to me the other day, "Mark was the first one to bring in new people, to provide him with additional guidance and expertise so he would have the best opportunity to successfully grow into the job."

Indeed, off his performance the last two years, a number of kudos can be laid at Gerberich's doorstep. But let me provide you with two I believe are paramount. First, you can believe this man. When he tells you something, take it to the bank. And second, he's an incontrovertible idealist. Above any consideration for personal gain and position, this man truly loves his work and the sport. I find this most refreshing. More importantly, these are the main ingredients called for in any recipe for real leadership.