BOOK REVIEW

PETER G. DOMINICK

Doris Kearns Goodwin. (2005). Team of Rivals: The Political Genius of Abraham Lincoln. New York: Simon & Schuster. 880 pages.

uring most years, more than a dozen One reason Team of Rivals offers a unique books are written about Abraham perspective is because we learn about Lin- Lincoln, and by many accounts, one coln in the context of and in relation to could find well over 10,000 titles other key individuals who were shaping the that focus on our sixteenth presi- political landscape of his day. This story also Ddent. Even so, Team of Rivals: The Political is about other prominent leaders in the Genius of Abraham Lincoln, by Doris Kearns fledgling Republican Party, who, like Lin- Goodwin, is highly regarded for offering a coln, struggled to oppose the evils of slavery unique perspective. While the more familiar and preserve the sovereignty of the U.S. gov- Lincoln as moral beacon features promi- ernment. To use language from the behav- nently in her treatise, we are introduced to ioral sciences, Goodwin has taken a systems Lincoln as pragmatic political strategist, view. Here we see Lincoln, not as a solitary management team leader, and relationship operator but as someone keenly aware of his builder. environment, fully engaged with people These perspectives are particularly ap- and circumstances, both responding to and pealing to those of us in the fields of human shaping them. Through this dynamic and resources, organizational psychology, and comparative lens we are provided with a behavior. Her choice to include “team” in more clear, contrasting image of how Lin- the book’s title, for example, suggests that coln’s skills, personality, empathy, and, yes, she sought to direct readers toward the way his political ambition enabled him to both events in her narrative are connected to rise above others and at the same time bring contemporary challenges of organizational out the best in them. life. After all, in Lincoln’s day, the term was In addition to Lincoln, the book focuses more likely to refer to a collection of horses on his three key rivals for the 1860 Republi- attached to a carriage. Moreover, in an in- can Party presidential nomination, William terview during the National Public Radio H. Seward of New York, Salmon P. Chase of program Fresh Air, she noted that her book Ohio, and Missouri’s Edwin Bates. Lincoln could be characterized as a study of emo- brought all three of these men into his cabi- tional intelligence. Nonetheless, this award- net, along with others—chiefly, Gideon winning book is an historical analysis. It is Welles, Montgomery Blair, and, from the worth enjoying as such but also as an ex- Democratic Party, Edwin Stanton. Goodwin ample of the fact that history’s greatest les- stresses that Lincoln’s willingness to em- sons can be lessons in management. brace so many of his adversaries as his clos-

Human Resource Management, Spring 2008, Vol. 47, No. 1, Pp. 189–192 © 2008 Wiley Periodicals, Inc. Published online in Wiley InterScience (www.interscience.wiley.com). DOI: 10.1002/hrm.20206 190 HUMAN RESOURCE MANAGEMENT, Spring 2008

est advisors was unprecedented and it is from Goodwin’s analysis of Chase also helps to this point that she derives the book’s title. highlight the importance of interpersonal The initial chapters introduce us to the skills when it comes to translating power four key individuals: Lincoln, of course, into influence. She writes, for example, that along with Seward, Chase, and Bates. I per- “Chase, unlike Seward and Lincoln, did not sonally enjoyed learning about these other make friends easily…” (p. ?) and three men whose names were familiar but proceeds to quote a newspaper reporter of about whom I knew very little. Some readers the day who described him as someone who may find these historical summaries tedious, was “profoundly versed in man but pro- but they are important to one of the key foundly ignorant of men” (p. ?) . To points that Goodwin is trying to make—that put it in more contemporary terms, he might they all were highly ambitious men, driven be described as being of considerable intel- by strong values and convictions, as well as lect but lacking in emotional intelligence. by the pure desire to leave a profound per- The need for power and influence are pre- sonal impact on history. As she writes, “For sented as central to Lincoln’s character. Like many ambitious young men in the nine- the others, he was driven by strong convic- teenth century, politics proved the chosen tions about slavery and also by the need to arena for advancement” (p. ??) . make a personal difference. Goodwin supports This section of the book offers opportu- the view that “chance, positioning and mana- nities to reflect upon the various ways per- gerial strategy” all contributed to Lincoln’s vic- sonal needs for power and influence take tory, but she argues most strongly for his own shape and drive our actions. We are first in- role in securing his nomination. According to troduced to Bates, initially drawn into poli- Goodwin, Lincoln understood, for example, tics by the slavery debate that accompanied how to turn his weaknesses into strengths. He discussions of Missouri statehood. By 1860, was well known by 1860 but did not possess he is perhaps the least driven by political am- the prominence or stature of his rivals. In bition. Goodwin helps us to see how his wa- recognition of this fact, she notes that he vering ambitions undermined his capacity to chose to hold his name back from considera- sustain the network of relationships neces- tion as long as possible and to “give no offense sary to rise in power. Seward, introduced to others.” His careful approach helped bring next, once remarked, “Politics was the most the nominating convention to Illinois and to important and engrossing business of the eventually gain him supporters. country,” and Goodwin certainly portrays She further points out that his capacity him as a man who lived by those words. A to cautiously read mood and temperament moving orator, this former governor and served him in other ways. Most Americans senator from New York was the arguable understand Lincoln as a great orator, but front-runner going into the 1860 conven- Goodwin gives us the opportunity to explore tion. his skill in greater detail. She writes that “his Salmon Chase also displayed a potent speeches possessed unmatched power, con- blend of personal conviction and driving viction, clarity and moral strength. At the ambition. His zealous commitment to the same time his native caution and precision antislavery movement was intertwined with with language . . . gave Lincoln great advan- his strong religious beliefs and his “passion tages over his rivals” (p. ?) . In look- for personal advancement.” If there is an in- ing at Goodwin’s analysis through the lens dividual antagonist in this narrative (other of organizational psychology, one could also than John Wilkes Booth), it would arguably argue that she is offering applied examples of be Chase. While growing to respect Lincoln, the emotional intelligence facet of self-regu- he never relents in the pursuit of his per- lation and/or the ability to self-monitor. Re- sonal ambitions and, until his eventual dis- gardless of the terminology, it is clear that missal, is the cabinet member that Lincoln even in his own time, at least some of his spends the most time “managing.” supporters tied his capacity to communicate

Human Resource Management DOI: 10.1002/hrm Book Review 191 back to his character. She quotes the editors addresses, the Emancipation Proclamation, of the Chicago Press and Tribune who wrote, the Gettysburg Address, and the rotating “His avoidance of extremes (in his speeches) generalship of the Army of the Potomac. . . . is the natural consequence of an equable Lesser-known events are also discussed, such nature and mental constitution that is never as the way Lincoln deftly outmaneuvered off its balance” (p. ??) . Chase, who had conspired with several In documenting the formation and man- members of the Senate to try ousting Seward agement of his cabinet, Goodwin provides from the cabinet. This event provides yet an- numerous examples of how the same traits other example of Lincoln’s skill at combin- and principles that got him into office helped ing decisiveness with personal tact and indi- him to transform his rivals into a focused vidual consideration. Goodwin concludes team. In doing so, she offers even more com- this account by writing, “For Lincoln, the pelling examples of how constructs impor- most serious governmental crisis of his pres- tant to our field (e.g., conflict management, idency had ended in victory. He had treated power and influence, emotional intelligence, the senators with dignity and respect and, in strategic thinking) were all on display. the process, had protected the integrity and Common themes transcend Goodwin’s autonomy of his cabinet” (p.??) . accounts of how Lincoln brought each of his Even her discussion of Lincoln’s death is rivals into his cabinet. His dealings with each striking for what it says about the transform- man offer examples of how to manage emo- ing bonds of affection he established with tional aspects of conflict by expressing gen- most of his cabinet members. For days after- uine appreciation, acknowledging status, ward, Stanton, she reports, was known to and establishing personal connections. I sus- break into tears at even the mention of Lin- pect his efforts would impress even the coln’s name. She also writes that news of Lin- scholars and practitioners of the Harvard Ne- coln’s death was withheld from Seward, who gotiation Project. also had been critically wounded by assas- For instance, in convincing Seward to ac- sins. His doctors feared he could not sustain cept the post as Secretary of State, Lincoln the shock. She quotes Lincoln’s secretary, made certain a second, personal and confi- John Hay, in describing the depth of the re- dential letter accompanied the official offer. lationship that developed between these two The purpose of the second letter was to en- men, “The history of governments affords sure Seward that his intentions were genuine few instances of an official connection hal- and that the offer was not a formality. In de- lowed by a friendship so absolute and sincere scribing his efforts to bring Chase on board as that which existed between these two as Treasury Secretary, Goodwin writes,” magnanimous spirits. . . .” (pp. ??) . Chase was immediately disarmed by Lin- While it is appropriate to conclude from coln’s warm expression of thanks for Chase’s Goodwin’s book that Lincoln built a sense of support during his failed Senate campaign unity and cohesion, she also documents Lin- against Douglas” (p. ??) . In tending coln’s capacity to constructively nurture dis- the Attorney General’s office to Bates, Good- agreement. In stressing this point, she writes, win explains that Lincoln assured Bates that “They had fiercely opposed one another and from the time of his nomination, he in- often contested their chief on important tended to bring Bates into his cabinet. She questions, but, as Seward later remarked, ‘a writes, “Bates proudly noted in his diary Lin- Cabinet which should agree at once on every coln told him that he deemed his participa- question would be no better or safer than tion in his administration, “necessary to its one counselor’.” (p. ??) . complete success” (p. ??) . This book has been universally praised by Goodwin’s book further impresses as she Lincoln scholars and more casual readers describes the way Lincoln worked with his alike. Some reviewers, however, remarked that cabinet in relation to better-known historical her analysis is one-sided and too interpretive. events such as the writing of his inaugural Whether or not this is wholly the case is a de-

Human Resource Management DOI: 10.1002/hrm 192 HUMAN RESOURCE MANAGEMENT, Spring 2008

bate worthy of historians. One might argue reduce them to a series of management prin- that Goodwin downplays any of his failures ciples. That is certainly not the intention of with regard to managing and influencing. On this review. At the same time, there is much the other hand, his difficulties with George to be reinforced if not learned outright by McClellan are given considerable attention, considering how concepts from our profes- and the overall point of her book was to focus sion apply to his life and presidency. Good- on how he built a cabinet/team. Others would win has provided a substantial resource for likely have given greater attention to Lincoln doing so. If anything, her book helps to re- as a depressive personality and to the role his inforce how complex managing organiza- melancholy played in his presidency. Good- tional relationships can be. win explicitly argues that he was not clinically A colleague once remarked to me that depressed, and I, at least, was convinced by statistics are most compelling to other statis- her arguments. ticians. When it comes to convincing Still others might argue that the monu- broader audiences of the impact behavioral mental crisis of confronting civil war would variables have on outcomes and perform- be enough to bring even the most loosely ance, he argued, we need to be more vivid connected adversaries together as a unified and dramatic. It is hard for me to imagine body. There is certainly some truth to this any story better suited to that task than the point, but Goodwin’s account helps us to ap- one documented in Team of Rivals. preciate the ways Lincoln was able to elevate others’ commitment even when, for exam- Peter G. Dominick is an assistant professor of ple, the prosecution of the war was faltering management within the W. J. Howe School of and it would have been easy to splinter. In Technology Management at the Stevens Institute demonstrating the unique nature of Lincoln’s of Technology in Hoboken, New Jersey. He is co- leadership, one might go further by compar- ordinator of leadership development education for ing his participative yet decisive approach to the school’s executive MBA, project management, the overcontrolling and secretive style of his and undergraduate business and technology pro- southern counterpart, Jefferson Davis, whose grams. His research interests focus on leadership own cabinet was regarded as a highly divided and leadership development, and his consulting group. In addition, the presidents immedi- work includes executive coaching, team building, ately preceding and following Lincoln and process consultation. Professor Dominick re- (Buchanan and Johnson) failed to establish ceived his PhD in applied psychology from anywhere near the same levels of unity and Stevens, earned his MA in organizational psy- commitment among their cabinets. chology from Columbia University, and com- Lincoln’s accomplishments were of such pleted his undergraduate studies in industrial and an awesome magnitude that it seems trite to labor relations at Cornell University.

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Human Resource Management DOI: 10.1002/hrm