Light From Many Lamps – Abraham Lincoln’s 2nd Inaugural Address

Because of its brevity, I quote the closing paragraph of Abraham’s Lincoln’s second inaugural address in March 1865: “With malice toward none; with charity for all; with firmness in the right, as God gives us to see the right, let us strive on to finish the work we are in; to bind up the nations; to care for him who shall have borne the battle, and for his widow and orphan; to do all which we may achieve and cherish a just a lasting peace among ourselves and with all nations” (Watson, 1988, pg. 106)

In reviewing Lincoln’s speech in its entirety and focusing on the above quoted paragraph, I identify six leadership traits of his that are revealed in his speech.

1. Lincoln identifies the reality of the war-torn states. De Pree states that the “first responsibility of a leader is to define reality” (1989, pg. 11)
2. He stated a goal – “lasting peace with liberty and justice for all” (Watson, 1988, pg. 106) Northouse also notes the importance of having “common goals” (2019, pg. 6).
3. He listened well – he knew that above all else, the United States needed “malice toward none; with charity for all” (Watson, 1988, pg. 106). Northouse also notes the importance of listening (2019, pg. 227).
4. He sought for healing – he wanted there to be “an end to sectional bitterness and strife” (Watson, 1988, pg. 106). The trait is also noted by Northouse (2019, pg. 228).
5. He had empathy – He mentions specifically the war wounded, the widows and orphans (Watson, 1988, pg. 106). This trait is mentioned by Northouse (2019, pg. 227).
6. He had foresight – Lincoln clearly envisions a nation where there is “lasting peace among ourselves and with all nations” (Watson, 1988, pg. 106) This is a trait identified in Northouse’s Leadership: Theory and practice (pg. 228)

I am mindful of the first three leadership traits in my own experience. The ability to identify reality in a church context is something that I have often seen lacking. Points of illustration would be some of these frequently heard comments:

• “Everything is going well because everyone is happy” – despite the fact that attendance and member involvement is dropping rapidly.
• “It worked before, so it should work now” – when reality shows that explosive growth has outgrown processes
• “We have to change the process in order to accomplish the goal” – when the problem is, in actuality, with having the wrong person in the position

My response to these illustrative examples is to listen more than I used to, ask questions throughout and try to involve as many people in seeing the “big picture.” I often find that people, who outside of the church context, may be decisive, aggressive (in a good sense) and confident are much less so when working within a church context. My opinion is that being seen as passive, easygoing and quiet is viewed as more “spiritual.” Because of the contrasting outside-church and inside-church personas, I try to really get to know people outside of church to better ascertain their real strengths and abilities.

References

De Pree, M. (1989). Leadership Is an Art. New York City, NY: Doubleday Business.

Northouse, P. G. (2019). Leadership: Theory and practice. Thousand Oaks, CA: Sage Publications.

Watson, L. (1988). Light From Many Lamps. New York, NY: Simon and Schuster.