21; (Phillips 19). It really isn’t so hard, because in the long run the entire organization will benefit from personal contact between leaders and workers. Part I also talked about building strong alliances and how important it is to put aside a personal conflict for the good of the organization. Phillips said that, “Abraham Lincoln listened. Paid attention, and established trust. He worked hard at forging strong relationships with all of his subordinates, especially the members of his cabinet and his commanding generals. In some cases the president overcame intense negative feelings toward him on the part of a few individuals” (28). All of these qualities were exactly what we came up with in class that we felt made a good leader. The listening and communication skills that Lincoln had enabled him to do everything else especially gain trust and build strong alliances. The relationships were also built on persuasion, another technique that we discussed that a leader should be able to do. At times a leader ahs to make his people do things that they may normally not want to do. One of Lincoln’s problems within his army was that some generals did not want o take charge of their men and take on the responsibility that their position required. “Lincoln encouraged them to take initiative, to issue orders according to their own judgement, and to act without consulting him” (Phillips 41-42). He put his confidence in his men, which in turn gave them confidence in them. Lincoln’s character was a good part of what made him such a great leader. He was honest with his subordinates and honest with himself. “His integrity was, in short, the nation’s integrity” (Phillips 53). He was honest by nature and “ he simply did not deal with people he knew to be dishonest” (Phillips 54). He really set an example, and a very positive one, for the entire nation. He spoke the truth and followed...
