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Jul 23, 2017 · On July 23, 1862, President Abraham Lincoln finally found a replacement for General George B. McClellan as General-in-Chief of the Union Army.
- Major Dan
General William T. Sherman, one of the Army’s two leading generals at the end of the Civil War, only visited the White House once. That visit occurred before the Civil War broke out and only served to convince Sherman that President Lincoln was being naive about the coming conflict.
- Overview
- Leadership in war of Abraham Lincoln
As a war leader, Lincoln employed the style that had served him as a politician—a description of himself, incidentally, that he was not ashamed to accept. He preferred to react to problems and to the circumstances that others had created rather than to originate policies and lay out long-range designs. In candour he would write: “I claim not to have controlled events, but confess plainly that events have controlled me.” His guiding rule was: “My policy is to have no policy.” It was not that he was unprincipled; rather, he was a practical man, mentally nimble and flexible, and, if one action or decision proved unsatisfactory in practice, he was willing to experiment with another.
From 1861 to 1864, while hesitating to impose his ideas upon his generals, Lincoln experimented with command personnel and organization. Accepting the resignation of Scott (November 1861), he put George B. McClellan in charge of the armies as a whole. After a few months, disgusted by the slowness of McClellan (“He has the slows,” as Lincoln put it), he demoted him to the command of the Army of the Potomac alone. He questioned the soundness of McClellan’s plans for the Peninsular Campaign, repeatedly compelled McClellan to alter them, and, after the Seven Days’ Battles to capture Richmond, Virginia (June 25–July 1, 1862), failed, ordered him to give them up. Then he tried a succession of commanders for the army in Virginia—John Pope, McClellan again, Ambrose E. Burnside, Joseph Hooker, and George Gordon Meade—but was disappointed with each of them in turn. Meanwhile, he had in Henry W. Halleck a general in chief who gave advice and served as a liaison with field officers but who shrank from making important decisions. For nearly two years the Federal armies lacked effective unity of command. President Lincoln, General Halleck, and War Secretary Edwin M. Stanton acted as an informal council of war. Lincoln, besides transmitting official orders through Halleck, also communicated directly with the generals, sending personal suggestions in his own name. To generals opposing Robert E. Lee, he suggested that the object was to destroy Lee’s army, not to capture Richmond or to drive the invader from Northern soil.
Finally Lincoln looked to the West for a top general. He admired the Vicksburg Campaign of Ulysses S. Grant in Mississippi. Nine days after the Vicksburg surrender (which occurred on July 4, 1863), he sent Grant a “grateful acknowledgment for the almost inestimable service” he had done the country. Lincoln sent also an admission of his own error. He said he had expected Grant to bypass Vicksburg and go on down the Mississippi, instead of crossing the river and turning back to approach Vicksburg from the rear. “I feared it was a mistake,” he wrote in his letter of congratulations. “I now wish to make the personal acknowledgment that you were right, and I was wrong.”
In March 1864 Lincoln promoted Grant to lieutenant general and gave him command of all the federal armies. At last Lincoln had found a man who, with such able subordinates as William T. Sherman, Philip Sheridan, and George H. Thomas, could put into effect those parts of Lincoln’s concept of a large-scale, coordinated offensive that still remained to be carried out. Grant was only a member, though an important one, of a top-command arrangement that Lincoln eventually had devised. Overseeing everything was Lincoln himself, the commander in chief. Taking the responsibility for men and supplies was Secretary of War Stanton. Serving as a presidential adviser and as a liaison with military men was Halleck, the chief of staff. And directing all the armies, while accompanying Meade’s Army of the Potomac, was Grant, the general in chief. Thus Lincoln pioneered in the creation of a high command, an organization for amassing all the energies and resources of a people in the grand strategy of total war. He combined statecraft and the overall direction of armies with an effectiveness that increased year by year. His achievement is all the more remarkable in view of his lack of training and experience in the art of warfare. This lack may have been an advantage as well as a handicap. Unhampered by outworn military dogma, Lincoln could all the better apply his practical insight and common sense—some would say his military genius—to the winning of the Civil War.
There can be no doubt of Lincoln’s deep and sincere devotion to the cause of personal freedom. Before his election to the presidency he had spoken often and eloquently on the subject. In 1854, for example, he said he hated the Douglas attitude of indifference toward the possible spread of slavery to new areas. “I hate it because of the monstrous injustice of slavery itself,” he declared. “I hate it because it deprives our republican example of its just influence in the world; enables the enemies of free institutions with plausibility to taunt us as hypocrites….” In 1855, writing to his friend Joshua Speed, he recalled a steamboat trip the two had taken on the Ohio River 14 years earlier. “You may remember, as I well do,” he said, “that from Louisville [Kentucky] to the mouth of the Ohio there were, on board, ten or a dozen slaves, shackled together with irons. That sight was a continual torment to me; and I see something like it every time I touch the Ohio, or any other slave-border.”
Yet, as president, Lincoln was at first reluctant to adopt an abolitionist policy. There were several reasons for his hesitancy. He had been elected on a platform pledging no interference with slavery within the states, and in any case he doubted the constitutionality of federal action under the circumstances. He was concerned about the possible difficulties of incorporating nearly four million African Americans, once they had been freed, into the nation’s social and political life. Above all, he felt that he must keep the border slaveholding states in the Union, and he feared that an abolitionist program might impel them, in particular his native Kentucky, toward the Confederacy. So he held back while others went ahead. When General John C. Frémont and General David Hunter, within their respective military departments, proclaimed freedom for the enslaved people of disloyal masters, Lincoln revoked the proclamations. When Congress passed confiscation acts in 1861 and 1862, he refrained from a full enforcement of the provisions authorizing him to seize enslaved property. And when Horace Greeley in the New York Tribune appealed to him to enforce these laws, Lincoln patiently replied (August 22, 1862):
As a war leader, Lincoln employed the style that had served him as a politician—a description of himself, incidentally, that he was not ashamed to accept. He preferred to react to problems and to the circumstances that others had created rather than to originate policies and lay out long-range designs. In candour he would write: “I claim not to have controlled events, but confess plainly that events have controlled me.” His guiding rule was: “My policy is to have no policy.” It was not that he was unprincipled; rather, he was a practical man, mentally nimble and flexible, and, if one action or decision proved unsatisfactory in practice, he was willing to experiment with another.
From 1861 to 1864, while hesitating to impose his ideas upon his generals, Lincoln experimented with command personnel and organization. Accepting the resignation of Scott (November 1861), he put George B. McClellan in charge of the armies as a whole. After a few months, disgusted by the slowness of McClellan (“He has the slows,” as Lincoln put it), he demoted him to the command of the Army of the Potomac alone. He questioned the soundness of McClellan’s plans for the Peninsular Campaign, repeatedly compelled McClellan to alter them, and, after the Seven Days’ Battles to capture Richmond, Virginia (June 25–July 1, 1862), failed, ordered him to give them up. Then he tried a succession of commanders for the army in Virginia—John Pope, McClellan again, Ambrose E. Burnside, Joseph Hooker, and George Gordon Meade—but was disappointed with each of them in turn. Meanwhile, he had in Henry W. Halleck a general in chief who gave advice and served as a liaison with field officers but who shrank from making important decisions. For nearly two years the Federal armies lacked effective unity of command. President Lincoln, General Halleck, and War Secretary Edwin M. Stanton acted as an informal council of war. Lincoln, besides transmitting official orders through Halleck, also communicated directly with the generals, sending personal suggestions in his own name. To generals opposing Robert E. Lee, he suggested that the object was to destroy Lee’s army, not to capture Richmond or to drive the invader from Northern soil.
Finally Lincoln looked to the West for a top general. He admired the Vicksburg Campaign of Ulysses S. Grant in Mississippi. Nine days after the Vicksburg surrender (which occurred on July 4, 1863), he sent Grant a “grateful acknowledgment for the almost inestimable service” he had done the country. Lincoln sent also an admission of his own error. He said he had expected Grant to bypass Vicksburg and go on down the Mississippi, instead of crossing the river and turning back to approach Vicksburg from the rear. “I feared it was a mistake,” he wrote in his letter of congratulations. “I now wish to make the personal acknowledgment that you were right, and I was wrong.”
In March 1864 Lincoln promoted Grant to lieutenant general and gave him command of all the federal armies. At last Lincoln had found a man who, with such able subordinates as William T. Sherman, Philip Sheridan, and George H. Thomas, could put into effect those parts of Lincoln’s concept of a large-scale, coordinated offensive that still remained to be carried out. Grant was only a member, though an important one, of a top-command arrangement that Lincoln eventually had devised. Overseeing everything was Lincoln himself, the commander in chief. Taking the responsibility for men and supplies was Secretary of War Stanton. Serving as a presidential adviser and as a liaison with military men was Halleck, the chief of staff. And directing all the armies, while accompanying Meade’s Army of the Potomac, was Grant, the general in chief. Thus Lincoln pioneered in the creation of a high command, an organization for amassing all the energies and resources of a people in the grand strategy of total war. He combined statecraft and the overall direction of armies with an effectiveness that increased year by year. His achievement is all the more remarkable in view of his lack of training and experience in the art of warfare. This lack may have been an advantage as well as a handicap. Unhampered by outworn military dogma, Lincoln could all the better apply his practical insight and common sense—some would say his military genius—to the winning of the Civil War.
There can be no doubt of Lincoln’s deep and sincere devotion to the cause of personal freedom. Before his election to the presidency he had spoken often and eloquently on the subject. In 1854, for example, he said he hated the Douglas attitude of indifference toward the possible spread of slavery to new areas. “I hate it because of the monstrous injustice of slavery itself,” he declared. “I hate it because it deprives our republican example of its just influence in the world; enables the enemies of free institutions with plausibility to taunt us as hypocrites….” In 1855, writing to his friend Joshua Speed, he recalled a steamboat trip the two had taken on the Ohio River 14 years earlier. “You may remember, as I well do,” he said, “that from Louisville [Kentucky] to the mouth of the Ohio there were, on board, ten or a dozen slaves, shackled together with irons. That sight was a continual torment to me; and I see something like it every time I touch the Ohio, or any other slave-border.”
Yet, as president, Lincoln was at first reluctant to adopt an abolitionist policy. There were several reasons for his hesitancy. He had been elected on a platform pledging no interference with slavery within the states, and in any case he doubted the constitutionality of federal action under the circumstances. He was concerned about the possible difficulties of incorporating nearly four million African Americans, once they had been freed, into the nation’s social and political life. Above all, he felt that he must keep the border slaveholding states in the Union, and he feared that an abolitionist program might impel them, in particular his native Kentucky, toward the Confederacy. So he held back while others went ahead. When General John C. Frémont and General David Hunter, within their respective military departments, proclaimed freedom for the enslaved people of disloyal masters, Lincoln revoked the proclamations. When Congress passed confiscation acts in 1861 and 1862, he refrained from a full enforcement of the provisions authorizing him to seize enslaved property. And when Horace Greeley in the New York Tribune appealed to him to enforce these laws, Lincoln patiently replied (August 22, 1862):
Nov 2, 2023 · Factual Details of Lincoln's Handling of the Civil War. Era: 1861-1865. Location: United States. Event: Abraham Lincoln's Leadership during the Civil War. Lincoln faced the monumental task of preserving the Union when the Civil War broke out shortly after he took office.
May 30, 2016 · To Win the Civil War, Lincoln Had to Change His Leadership. In our work with leaders, we see that great ones grow themselves and their organizations by deliberately working on three areas: Vijay...
May 1, 2020 · President Abraham Lincoln and General Ulysses S. Grant didn’t meet often in person. But their mutual respect and trust grew deep over the final year of the Civil War as they together...
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When the American Civil War began, president Abraham Lincoln was far less prepared for the task of commander in chief than his Southern adversary.
