Abstract
Purpose of the Study. The purpose of the study was to determine the effectiveness of the conflict management style and the conflict resolution strategies of Abraham Lincoln during his Presidential administrations. An analysis was made of twelve conflicts of the Lincoln administrations. Modern management theory was applied to evaluate the effectiveness of Lincoln as a conflict manager. Research Methodology. The research methodology of this paper was historical research. Investigation of primary and secondary sources which were subjected to internal and external criticism provided testimony of the events of the Lincoln terms as President of the United States. Findings. Of the twelve conflicts presented in this study, nine of those conflicts were between Lincoln and members of his cabinet, while three involved military leaders. Examination of these conflicts resulted in the following findings: (1) Each of the twelve conflicts discussed had a behavioral source. Ten conflicts had a difference in value systems, seven had substantive issue sources, while five conflicts had a misunderstanding/miscommunication as their source. (2) Lincoln's methods of dealing with the sources of conflict closely parallel management theory in ten cases. He was successful in dealing with conflicts with Seward, Stanton, Fremont, McClellan and Hooker. Lincoln's strategies did not compare favorably with management theory with Chase and Cameron in the areas of communication checking and feedback. When analyzing Lincoln's effectiveness as a conflict manager, historical results show that Lincoln solved his conflicts while achieving his primary goal of strengthening the Union war effort. (3) Lincoln was a situational manager, who combined integrative and distributive leadership styles to solve conflicts. His management philosophy was, "I have simply tried to do what seemed best each day. I have never had a policy." (4) Lincoln selected a combination of nine resolution strategies to solve conflicts, reinforcing the judgment that Lincoln was a situational manager. (5) As he gained more experience, Lincoln changed his management philosophy to include experts in management areas that allowed him to refrain from direct involvement in certain governmental affairs. (6) Lincoln involved affected parties in the decision making process on a regular basis. With the exception of two conflicts Lincoln solved problems by involving his men in the process. Recommendations. A more complete management profile of Lincoln is needed, along with those of several other Presidents, to compare Presidential management styles. In order to conduct these comparisons the following recommendations are made: (1) A study should be conducted researching Lincoln's conflict management and conflict resolution strategies with the remaining members of his cabinet. This would provide a more complete picture of Lincoln's handling of the civilian government. (2) A study similar in nature to this one should be conducted to investigate other Presidents to provide some means of comparing Lincoln as a conflict manager. (3) A more complete management profile of Mr. Lincoln is needed. A study regarding his personnel theory, his organizational theories, his feelings on organizational and personal renewal, and his strategies for change would provide excellent data to complete this profile. (4) A study is recommended to determine the relationship between successful management and a successful Presidency. Implications. Modern managers may learn from Lincoln's situational approach to conflict management the necessity of being sensitive to the organizational environment in order to adapt to the changes caused by conflict. Flexibility in conflict management helps to assure a stable organization.