Lincoln on Leadership: Executive Strategies for Tough Times is a nonfiction self-help title that was first published in 1992. In it, the author Donald T. Phillips argues that Abraham Lincoln, the 16th president of the United States, is a practical model for anyone who wishes to succeed as a leader in the present day, as he managed a torn country through the American Civil War. Phillip’s target audience includes people studying business and leadership studies. He appeals to a broad readership and makes points that are applicable to a wide variety of professionals, from business owners or managers of companies to those interested in being a leader in politics or other arenas.

Summary

Phillips divides the book into four parts that consider a certain aspect of Lincoln’s leadership skills. He supports each piece of advice by using details and evidence from Lincoln’s life, especially when he was president during the Civil War (1861 to 1865). Phillips also uses many details from Lincoln’s early career to make his points.

In each chapter, Phillips makes connections between Lincoln’s leadership strategies and a modern context, explaining how Lincoln’s approach can be applied within modern companies or organizations. This book is meant to encourage practical application of the principles specified in each chapter.

Part 1, “People,” discusses how Lincoln interacted with the “subordinates” or people around him. Lincoln was known for “circulating among the troops,” a tactic today’s leaders call “Management by Wandering Around.” This technique ensures that the leader is always aware of what his/her subordinates are doing and makes the leader recognizable as part of the team. Phillips also emphasizes Lincoln’s ability to befriend people and foster productive working relationships. The last chapter in Part 1 delves into Lincoln’s ability to persuade his subordinates rather than coerce them—a tactic which Phillips agrees is the most efficient way to get fellow team members on board with the leader’s decisions.

Part 2, “Character,” discusses which of Lincoln’s personality traits and values made him an effective leader. Phillips argues that Lincoln’s famous honesty and his flexibility in multiple difficult situations (Phillips refers to him as a “master of paradox”) contributed to Lincoln’s success. Particularly, Phillips points to the treatment of the Confederate army following the war; rather than punishing opposing troops, Lincoln forgave Confederate soldiers to help promote peace throughout the divided country, which suggests he would rather heal the country than seek revenge.

Part 3, “Endeavor,” explores Lincoln’s ability to move his subordinates forward and keep an eye on the future, especially with a focus on wartime innovations and new weaponry. Phillips paints Lincoln as decisive, but with the ability to delegate. The section focuses on Lincoln’s relationship with various generals, including his inability to reckon with George McClellan and his ensuing dependence on Ulysses S. Grant. Phillips emphasizes Lincoln’s efforts in trying to foster good relationships with unproductive subordinates and his shift to finding a more productive person when his attempts proved fruitless.

Part 4, “Communication,” introduces a major theme in the work: Lincoln’s communication skills. A renowned public speaker, Lincoln carefully planned his speeches and was sure to reinvigorate his constituents by providing a consistent goal and vision. He would frequently convey his opinion through anecdotes, jokes, and stories, which made him likeable and endearing but also furthered his causes. Phillips suggests that modern leaders should carefully communicate with their subordinates just as Lincoln did.