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Abraham Lincoln

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Lisa Flannery

on 14 February 2014

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Transcript of Abraham Lincoln

Have confidence even in the face of adversity!
Stay true to personal values and beliefs!
Create a strong coalition of supporters.
Understand who the key players are within your organization. Whose support do we need? How do we gain support?
Be compassionate empathetic
and honest!
Positive Change
Goodwin, Doris Kearns, 2005. Team of Rivals :the political genius of Abraham Lincoln. Simon and Schuster, New York, New York

Bolman, Lee and Deal, Terrence. (2008). Reframing organizations; Artistry, choice, and leadership. 4th Edition. Hoboken, NJ: John Wiley & Sons.

"Abraham Lincoln." Kentucky press. N.p., n.d. Web. 12 Feb. 2014. <http://kentuckypress.files.wordpress.com/2013/02/abraham_lincoln_quote_on_success_posters-r46914f8c53a946f18b9761ca08456166
Leadership Frame
Pam Tisza, Julianna Turley & Lisa Flannery
Personal Implications
Personal conviction and leadership qualities of empathy, honesty, trustworthiness and understanding also can affect the amount of positive change.
Hierarchal position can affect the amount of positive change within an organization.
Together position+personal qualities=positive change!!
Leadership frame of Abraham Lincoln was the political frame. Lincoln was a politician by trade. He was proficient at manipulating the politics of the time. He built strong alliances, earning supporters of those who opposed him. He understood concerns and interests of others, took small steps toward the end goal of abolishing slavery and keeping the United States in tact. In the long run, Lincoln’s proficiency in using the political frame helped his ability to institute change. His goal was win the presidency and to end slavery. Though some might not see Lincoln as sophisticated, his sophisticated use of the political frame caused him to recognize that his first priority was to “know that [his] influence began with understanding the concerns and interests of others.” (Bolman and Deal, p. 366)
Charles Dana, a member of Lincolns political team stated “it was always plain that he was the master and they were the subordinates. They constantly had to yield to his will, and if he ever yielded to them it was because they convinced him that the course they advised was judicious and appropriate.” (Goodwin, 2012, pg. 2058).
Fundamental Change
Create a plan where all participants take part.
Maintain strong ethical and moral values.
Implement structure but be willing to take risks.
Stay passionate but committed!
See others’ points of view.
Know your strengths and weaknesses as well as others’ strengths and weaknesses.
Take ownership for mistakes.
Utilize all frames of leadership!
Know what you are agreeing to!
Search for others with the knowledge you may lack.

Consistently work to redesign and improve relationships of those within your organization.
Remain ethical in decisions.
Admit mistakes!

Guide all changes until changes are complete!
Abraham Lincoln
Team of Rivals

Lincoln was a talented storyteller and orator, which greatly influenced his success as a leader
Helping the organizational change efforts of Abraham Lincoln was his effective use of the political frame but also I would argue that he applied concerted use of the structural frame. He won over his previous rivals, recognized their strengths and placed them in roles within his administration that proved to be most often successful.
“His conviction that we are one nations, indivisible,”conceived in Liberty, and dedicated to the proposition that all men are created equal,” led to the rebirth of a union free of slavery. And he expressed this conviction in a language of enduring clarity and beauty, exhibiting a literary genius to match his political genius.” (Goodwin, 2013, pg. 2200).
“I must keep some consciousness of being somewhere near right: I must keep some standard of principle fixed within myself.” Abraham Lincoln (Goodwin, 2005, p. 641).
“Let us have faith that right makes might, and in that faith, let us, to that end, dare to do our duty as we understand it.” (Goodwin, 2005, p. 232).
Full transcript