Donald T. Phillips – Lincoln on Leadership: Book Review & Audio Summary

Book Info

• Book name: Lincoln on Leadership: Executive Strategies for Tough Times
• Author: Donald T. Phillips
• Genre: Business & Economics, History & Politics
• Pages: 416
• Published Year: 1992
• Publisher: Warner Books
• Language: English

Audio Summary

Synopsis

Donald T. Phillips bridges history and modern management in this compelling examination of Abraham Lincoln’s leadership during America’s most turbulent period. Drawing from Lincoln’s Civil War presidency, Phillips extracts practical executive strategies that remain remarkably relevant today. The book explores Lincoln’s hands-on management style, his preference for persuasion over coercion, his mastery of communication, and his ability to make bold decisions through careful consideration. Through detailed historical examples and contemporary applications, Phillips demonstrates how Lincoln’s approach to leading during crisis—from walking among his troops to crafting legendary speeches—offers a blueprint for today’s leaders facing their own challenging times.

Key Takeaways

• Effective leaders practice “Management by Wandering Around” (MBWA), engaging directly with team members at every organizational level rather than remaining isolated in executive offices
• Persuasion, encouragement, and inspiration create more lasting motivation than coercion or fear-based management tactics
• Great communication requires mastering three skills: public speaking, one-on-one interaction, and knowing when silence serves you better than words
• Bold action becomes possible when leaders take time to thoroughly consider their options before committing to a course of action
• Lincoln’s crisis leadership principles translate directly to modern business challenges, proving that fundamental human leadership hasn’t changed in over 150 years

My Summary

Why Lincoln Still Matters in Today’s Boardrooms

I’ll be honest—when I first picked up Donald T. Phillips’ Lincoln on Leadership, I was skeptical. Another leadership book using a historical figure as a management guru? I’ve read enough of these to fill a library. But Phillips surprised me. This isn’t just another attempt to cash in on Lincoln’s name recognition. It’s a genuinely insightful exploration of how one of history’s greatest leaders navigated unprecedented crisis, and how his methods speak directly to the challenges modern executives face.

Published in 1992, this book has remained remarkably relevant through decades of management fads that have come and gone. There’s a reason it’s still assigned in business schools and recommended by Fortune 500 CEOs. Phillips, a historian and management consultant, does something clever here: he doesn’t force modern theories onto Lincoln’s actions. Instead, he shows how Lincoln intuitively practiced principles that management science would only formally identify decades later.

What struck me most while reading this 416-page deep dive into Lincoln’s executive approach was how practical it all felt. These aren’t abstract theories or aspirational platitudes. These are concrete strategies that Lincoln used while literally holding a fracturing nation together during its bloodiest conflict.

Getting Your Hands Dirty: Lincoln’s Approach to Engagement

One of the most powerful concepts Phillips explores is what modern business calls “Management by Wandering Around” (MBWA). Lincoln didn’t have that term, of course, but he practiced it religiously. The image of President Lincoln personally inspecting regiments passing through Washington, D.C., despite the crushing weight of wartime presidency, is striking.

Think about that for a moment. This wasn’t a photo op or a PR stunt. Lincoln genuinely believed that his physical presence mattered—that looking soldiers in the eye and sharing his vision directly would make a difference. And it did.

Phillips documents how Lincoln spent approximately 75% of his time meeting with people across every level of his administration. He didn’t just wait for his cabinet to come to him during their scheduled biweekly meetings. He sought them out, held impromptu conferences, and maintained what we’d now call an “open door policy.”

In my own experience running Books4soul.com, I’ve found this principle invaluable, even on a much smaller scale. When I started treating my contributors and readers as partners rather than subordinates—actively seeking their input rather than waiting for them to approach me—everything changed. The quality of content improved, engagement increased, and people felt genuinely invested in our community’s success.

But here’s what Phillips emphasizes that many modern leaders miss: Lincoln didn’t just engage from his office. He left the White House regularly to visit battlefields, hospitals, and telegraph offices. He went where the work was happening, where the pain was being felt, where the real story was unfolding.

The Modern Application

This approach directly challenges the executive isolation that plagues many organizations today. How many CEOs spend their time in corner offices, filtering information through layers of management, never actually seeing how their decisions impact frontline workers or customers?

Phillips suggests several practical applications for modern leaders inspired by Lincoln’s example:

• Schedule regular “walkabouts” through different departments without a formal agenda
• Eat lunch in the company cafeteria rather than in executive dining rooms
• Visit client sites or retail locations to see your product or service in action
• Hold office hours where anyone in the organization can schedule time with you
• Attend frontline team meetings as an observer and listener, not just a speaker

The beauty of Lincoln’s approach, as Phillips presents it, is that it served multiple purposes simultaneously. It kept him informed with unfiltered information, it boosted morale among those he visited, it demonstrated his values through action rather than just words, and it helped him maintain perspective during incredibly stressful times.

The Carrot Beats the Stick Every Time

Phillips dedicates substantial attention to Lincoln’s preference for persuasion over coercion, and this section really resonated with me. In an era when many leaders ruled through fear and strict discipline, Lincoln took a radically different approach. He preached, persuaded, and encouraged rather than commanded and punished.

The example Phillips provides of Lincoln’s anti-slavery speech is particularly illuminating. Rather than simply declaring slavery morally wrong (which it was), Lincoln crafted an argument that appealed to his audience’s existing values. He connected abolitionism to the founding fathers’ principles, making opposition to slavery feel patriotic rather than radical.

This is sophisticated leadership psychology. Lincoln understood that people don’t change their minds because you tell them they’re wrong. They change their minds when you help them see how a new position aligns with what they already believe.

What I found most interesting in Phillips’ analysis was how Lincoln applied this same persuasive approach in one-on-one interactions with his subordinates. He framed orders as suggestions, making people feel like partners in decision-making rather than mere executors of commands. This wasn’t manipulation—it was genuine respect for others’ agency and intelligence.

Why This Matters More Than Ever

In today’s knowledge economy, where the best workers have options and talent is mobile, coercive leadership simply doesn’t work anymore. You can’t force creativity, innovation, or genuine commitment. Phillips’ examination of Lincoln’s persuasive approach offers a template for leading in environments where formal authority alone is insufficient.

I’ve seen this principle play out repeatedly in the publishing and content creation world. Writers who feel micromanaged produce safe, uninspired work. Writers who feel trusted and inspired produce their best material. The difference isn’t in their skill level—it’s in how they’re led.

Phillips also addresses an important nuance that some leadership books miss: persuasion doesn’t mean weakness or indecisiveness. Lincoln could be remarkably firm when necessary. But he chose persuasion as his default mode because it created more sustainable results. People who are convinced rather than coerced remain committed even when you’re not watching.

Communication as the Foundation of Everything

The section on Lincoln’s communication mastery might be the most practically valuable in the entire book. Phillips breaks down Lincoln’s communication excellence into three components: public speaking, interpersonal communication, and strategic silence. Each deserves attention.

Lincoln’s preparation for public speeches was legendary. Phillips describes how he would write full texts in advance and edit them continuously until the moment of delivery. The Gettysburg Address, one of history’s most famous speeches, was only 272 words long but represented countless hours of careful crafting.

This contradicts the modern myth of the naturally gifted speaker who just wings it. Lincoln’s genius wasn’t innate—it was cultivated through relentless preparation and refinement. For those of us who struggle with public speaking (and I certainly have), this is actually encouraging news. Excellence in communication is achievable through work, not just talent.

The Power of Stories and Imagery

Phillips highlights Lincoln’s use of stories and vivid imagery to communicate complex ideas simply. This was crucial for a leader dealing with people from vastly different educational and social backgrounds. A well-chosen story could convey a strategic concept to a general, a policy rationale to a senator, and a moral principle to a common citizen—all equally effectively.

In my work summarizing books and explaining complex ideas to diverse readers, I’ve learned this lesson repeatedly. Abstract concepts bounce off people’s minds. Concrete stories and images stick. When I describe a business strategy using a real-world example rather than theoretical frameworks, engagement skyrockets.

Lincoln understood something that modern research on cognitive science has confirmed: our brains are wired for narrative. We remember stories far better than we remember lists of facts or abstract principles. A leader who can embed their message in memorable stories has a massive advantage.

When to Shut Up

Perhaps most surprisingly, Phillips emphasizes Lincoln’s strategic use of silence. During his reelection campaign, Lincoln deliberately limited his public speaking engagements. His reasoning was brilliant: voters already knew his record from his first term. Additional speeches only risked saying something that could be misinterpreted or alienate supporters.

This is counterintuitive in our current era of constant communication and social media presence. We’re told leaders need to be always visible, always commenting, always engaging. But Lincoln understood that sometimes the best communication strategy is restraint.

I’ve applied this principle in managing Books4soul.com, particularly during controversial moments in the book world. Sometimes the best response is no response. Not every debate requires your input, and not every criticism deserves a rebuttal. Knowing when to stay silent is as important as knowing what to say when you do speak.

Bold Decisions Through Careful Deliberation

Phillips tackles Lincoln’s decision-making process in the context of the Fort Sumter crisis, though the summary provided only begins this discussion. The broader point throughout the book is that Lincoln’s bold actions weren’t impulsive—they were the result of careful consideration of options.

This challenges another modern leadership myth: that great leaders make quick, gut-level decisions. Sometimes they do, but more often, transformative leadership requires the patience to fully understand a situation before committing to action.

Lincoln faced decisions where the stakes couldn’t have been higher—literally the survival of the nation. Yet he consistently took time to gather information, consult advisors, consider alternatives, and think through consequences before acting. When he did act, he could do so decisively because he’d done the intellectual work beforehand.

Practical Applications for Modern Leaders

Phillips suggests several ways contemporary leaders can adopt Lincoln’s deliberative approach:

• Create formal decision-making frameworks that require considering multiple options before choosing
• Seek out advisors who will disagree with you (Lincoln famously appointed rivals to his cabinet)
• Build in waiting periods for major decisions to allow for reflection and additional information gathering
• Document your reasoning process to clarify your own thinking and create accountability
• Distinguish between decisions that require immediate action and those that benefit from deliberation

In our fast-paced business environment, there’s enormous pressure to decide quickly. “Move fast and break things” has been celebrated as a leadership philosophy. But Phillips’ examination of Lincoln suggests that for truly important decisions, speed is often the enemy of wisdom.

What Phillips Gets Right (And What He Misses)

After spending time with this book, I’m genuinely impressed by Phillips’ ability to extract practical leadership lessons from historical material without oversimplifying or distorting the historical record. He’s clearly done his research, drawing from primary sources and Lincoln scholarship to build his arguments.

The book’s greatest strength is its specificity. Phillips doesn’t just say “Lincoln was a great communicator.” He shows exactly how Lincoln communicated, provides specific examples, and explains why these methods worked. This makes the lessons actionable rather than merely inspirational.

Phillips also deserves credit for not hagiography. While clearly admiring Lincoln, he doesn’t present him as perfect. He acknowledges Lincoln’s struggles, mistakes, and the criticism he faced. This makes the leadership lessons more credible—they come from a real human dealing with real challenges, not a mythologized saint.

Where the Book Shows Its Age

That said, the book has limitations. Published in 1992, it predates the internet revolution, social media, and the dramatic changes in organizational structure and communication that define modern business. Some examples and applications feel dated.

Additionally, some readers (as noted in the feedback) find Phillips focuses too heavily on Lincoln’s public leadership role while giving insufficient attention to his personal life and the psychological dimensions of his leadership. For a fuller picture of Lincoln as a person, you’d need to supplement this with biographical works like Doris Kearns Goodwin’s Team of Rivals or David Herbert Donald’s Lincoln.

Phillips also occasionally makes the connections between Lincoln’s era and modern business feel forced. Not every historical example translates perfectly to contemporary organizational life, and sometimes the book stretches to make those connections work.

How This Compares to Other Leadership Books

In the crowded field of leadership literature, Lincoln on Leadership occupies an interesting niche. It’s more historically grounded than typical business books like Simon Sinek’s Start With Why or Patrick Lencioni’s The Five Dysfunctions of a Team, but more practically focused than pure historical biography.

The closest comparison might be James M. Kouzes and Barry Z. Posner’s The Leadership Challenge, which also extracts principles from studying successful leaders. But Phillips’ singular focus on Lincoln allows for deeper exploration of one leadership model rather than attempting to synthesize across many leaders.

For readers interested in historical leadership studies, I’d also recommend Nancy Koehn’s Forged in Crisis, which examines multiple leaders including Ernest Shackleton and Frederick Douglass, or Steven Pressfield’s The Warrior Ethos, which looks at ancient military leadership. Each offers different perspectives on timeless leadership principles.

Who Should Read This Book?

This book is ideal for several audiences. Mid-level managers moving into senior leadership roles will find practical frameworks for thinking about their expanding responsibilities. The emphasis on engagement, communication, and persuasion directly addresses challenges they’ll face in leading larger, more complex organizations.

Entrepreneurs and startup founders can benefit from Lincoln’s example of leading through uncertainty and crisis with limited resources—a situation many founders know intimately. Lincoln’s ability to inspire commitment and maintain morale during dark times offers valuable lessons for anyone trying to build something from nothing.

Military leaders and those in public service will find obvious parallels to their own contexts. Phillips draws heavily from Lincoln’s role as Commander-in-Chief, making the book particularly relevant for those in defense, government, or emergency services.

Even individual contributors who don’t currently hold leadership positions can gain from this book. Understanding how great leaders think and operate can help you become more effective in your current role and prepare you for future leadership opportunities.

Final Thoughts on Leadership That Endures

What makes Lincoln on Leadership valuable more than three decades after its publication is its focus on fundamentally human aspects of leadership that don’t change with technology or organizational trends. People still need to feel heard, inspired, and respected. Clear communication still matters. Persuasion still works better than coercion. Bold action still requires careful thought.

Phillips has done something genuinely useful here: he’s made Abraham Lincoln accessible as a leadership model for people who might never have considered what a 19th-century president could teach them about managing their team or running their business.

Reading this book reminded me why I started Books4soul.com in the first place—to help people discover how books can provide practical wisdom for real-life challenges. Lincoln’s leadership principles, as presented by Phillips, aren’t museum pieces. They’re living strategies that work today because they’re based on unchanging aspects of human nature and organizational dynamics.

Whether you lead a Fortune 500 company, a small nonprofit, a military unit, or just a team of five people, Lincoln’s example offers something valuable. The question Phillips leaves us with isn’t whether these principles work—history has already answered that. The question is whether we’re willing to put in the work to apply them.

What aspects of Lincoln’s leadership style do you already practice, perhaps without realizing it? And which ones might transform your effectiveness if you started implementing them tomorrow? I’d love to hear your thoughts in the comments below.