Mackubin Thomas Owen, a senior fellow with the Foreign Policy Research Institute, provides one of the best descriptions I’ve found of Lincoln’s approach as a commander of a military at war. He called Lincoln “an activist commander-in-chief who frequently ‘interfered’ with his generals. [Lincoln] intuitively understood that civilian leaders cannot simply leave the military to its own devices, because war is an iterative process involving the interplay of active wills. He realized that what appears to be the case at the outset of the war may change as the war continues, modifying the relationship between political goals and military means.” (1)
This was the essence of Lincoln’s genius and ultimate success. He was above all intensely engaged. With that engagement came openness to learning and adaptation. Lincoln also brought objectivity and with it the ability to make fact-based decisions. His capacity for overlooking personal affronts was not only a strength, but a clear differentiator between himself and Jefferson Davis. Owen said well that “Lincoln never let sentiment or his personal opinion of an officer get in the way of his assessment of the officer’s military potential.” (2)
In management vernacular, Lincoln was a “facilitative manager;” that is to say a man who treated his senior commanders somewhat differently based on their respective personalities and the circumstances at hand. If micromanagement was required, as was the case with McClellan, this he did.
If he had confidence in a general’s ability to execute a strategy, as was more the case with Grant in the latter half of the war, Lincoln stepped back, never completely but back non-the-less. His skill at facilitative management did not mean that his expectations were not high. Lincoln’s demonstrated decisiveness in releasing generals who did not perform reflected his high standards along with an ability to make tough calls. In my view, he was more than generous in allowing a man time to show his command abilities. The nation needed and Lincoln demanded action and victories and those who delivered rose to the top.
(1) Mackubin Thomas Owen, “Abraham Lincoln: Leadership in Wartime,” Accessed online, December 28, 2009, http://www.fpri.org/enotes/200902.owens.lincolnleadershipwartime.html.
(2) Michael Korda, Ulysses S. Grant: The Unlikely Hero, (New York: Eminent Lives, 2004) ), 154.
As the creator and first commander of that Army [the Army of the Potomac], he had claims to loyalty which his charisma and the appeal of his Peninsula campaign’s strategy intensified. Even after he had left the command, his position of formal leadership, he continued to exercise great informal influence. This often took the form of the officers of the Army of the Potomac displaying hostility to the secretary of war and an unshakable allegiance to the strategy of the Peninsula campaign. No successor in command could ever displace him as the army’s informal leader, a situation which made it difficult for every subsequent commander and limited the ability of the president ad the general in chief to enjoy any widespread, deep-rooted support.
In like fashion, he suggests that Lee uprooted Johnston’s memory because of the three campaigns he conducted in four months and put Lee in the position of informal and formal leader of the Army of Northern Virginia.
In an earlier post, I mentioned that I’d been contacted by a publicist at PBS to preview the upcoming documentary that begins airing this week (May 6th), WWII Behind Closed Doors. I’ve had a chance to watch the full documentary and found it fascinating.
When I think of PBS, I think of credibility. Add credibility to reenactments performed by an extremely talented cast, the drama of war on a global scale, and the intrigue of information hidden from the public for decades, and the result makes for excellent viewing.
The story largely centers around Joseph Stalin – his hatred of Poland, betrayal by Hitler, paranoia and its impact on his leadership cadre, dealings with Churchill and Roosevelt, and hand in decisions that doomed millions. It also depicts how a few leaders determine the fate of nations. The deception around Stalin’s atrocities against Poland, these lies perpetuated by England and the United States, is startling. Another of the documentary’s highlights is its presentation of the war from the view of the Poles.
This from the publicist…
Rare wartime documents made briefly available only after the fall of the Soviet Union help reveal the real story of confidential meetings held during the war between c. Award-winning historian and filmmaker Laurence Rees (Auschwitz: Inside the Nazi State, Nazis – A Warning from History) tells the hidden story of Stalin’s back room dealings – first with the Nazis and then with Roosevelt and Churchill. By juxtaposing conventional documentary elements with dramatic recreations, WWII Behind Closed Doors breaks through the myths of the Allied powers, illuminating the hidden motivations of “The Big Three” and creating a dynamic reappraisal of one of the seminal events in world history.
View an excellent video on the making of the series here.
For full information on each episode and a wealth of additional information, see the PBS program site here or by clicking on the image below.
For more information on Laurence Rees, see his website here or by clicking on the image below.