EDITOR 'S INTRODUCTION
Historians, along with scholars who study leadership theory in the business world, have long been intrigued as to the traits possessed by the 16th president, which made him such and effective leader throughout the course of the Civil War. In "Contemporary Leadership Theory Applied to Lincoln's relationship with Select Union Generals," Derek Markley attempts to apply the leadership theories of R. J. Sternberg as a model to examine Lincoln's leadership, particularly as concerns his dealings with several of his generals. Sternberg argued for a triarchic theory of effective leadership encompassing three types of intelligence; analytical, practical. and creative.
With General George B. McClellan, Lincoln found many creative ways to maneuver around the general's ego and need for recognition as a military genius. The president was a master at allowing McClellan the illusion of operating autonomously, while at the same time personally keeping control over military operations. In handling McClellan, Lincoln exhibited a high degree of personal insight, sense of direction, and purposeful decision making in pursuit of his goals.
His dealings with General Joseph Hooker demonstrate a different technique, the relationship between a father and son. Markley quotes Lincoln's famous letter to Hooker after appointing him to command of the Army of the Potomac, a letter sent to the general in light of his statements that a military dictatorship might be needed to save the country. Markley believes that Lincoln handled Hooker the way one might deal with a child. The president first praised the general for his past contributions to the war effort, then chided him for his statements about dictatorship , and finally urged him that since only successful generals could talk about dictatorship that he should go out and win "us" victories. Markley sees the use of the word "us" as being very significant, since it established the close familial bond. The letter certainly had the desired effect on Hooker who said the letter reminded him of a scolding from a father and that he had never forgotten it.
With General Grant, however, Lincoln operated in a different manner. As the war dragged on and victory became more imperative before public opinion would no longer support the conflict, Lincoln turned to Grant in whom he had established a growing confidence. Here Lincoln used a very practical approach; I don't need to know the details of your plans but I give you the freedom that you require to win the war.
If Lincoln could return to witness this debate about his leadership skills, the man who had less than a year's schooling, might be mildly amused to witness scholars debating the philosophical underpinnings of his leadership abilities. But as Markley also notes, one of the other major skills that Lincoln possessed was a pragmatic flexibility. Whether the president was applying analytical, creative, or practical intelligence, his real success came from understanding the people he was dealing with and his ability to influence them, both overtly and subtly, to accomplish the desired task. Perhaps this was his greatest skill and one that he realized he possessed.
I encourage our readers to visit our web site at http://www.lincolnherald.com. Internet editor, Ed Steers, has been placing an index of articles by volume and decade on our site (as well as a selection of complete articles from past Heralds). We trust that this tool will facilitate the research of those who wish to examine back issues. We welcome feedback about this and any other Herald matters. Please contact me at tturner@bridgew.edu.
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