Available:*
Library | Call Number | Status |
|---|---|---|
Searching... Hardwood Creek Library (Forest Lake) | 973.7 MCP | Searching... Unknown |
Searching... Park Grove Library (Cottage Grove) | 973.7 MCP | Searching... Unknown |
Searching... R.H. Stafford Library (Woodbury) | 973.7 MCP | Searching... Unknown |
Bound With These Titles
On Order
Summary
Summary
James McPherson, a bestselling historian of the Civil War, illuminates how Lincoln worked withÂand often against his senior commanders to defeat the Confederacy and create the role of commander in chief as we know it. Though Abraham Lincoln arrived at the White House with no previous military experience (apart from a couple of months spent soldiering in 1832), he quickly established himself as the greatest commander in chief in American history. James McPherson illuminates this often misunderstood and profoundly influential aspect of LincolnÂs legacy. In essence, Lincoln invented the idea of commander in chief, as neither the Constitution nor existing legislation specified how the president ought to declare war or dictate strategy. In fact, by assuming the powers we associate with the role of commander in chief, Lincoln often overstepped the narrow band of rights granted the president. Good thing too, because his strategic insight and will to fight changed the course of the war and saved the Union. For most of the conflict, he constantly had to goad his reluctant generals toward battle, and he oversaw strategy and planning for major engagements with the enemy. Lincoln was a self-taught military strategist (as he was a self-taught lawyer), which makes his adroit conduct of the war seem almost miraculous. To be sure, the UnionÂs campaigns often went awry, sometimes horribly so, but McPherson makes clear how the missteps arose from the all-too-common moments when Lincoln could neither threaten nor cajole his commanders to follow his orders. Because LincolnÂs war took place within our borders, the relationship between the front lines and the home front was especially closeÂand volatile. Here again, Lincoln faced enormous challenges in exemplary fashion. He was a masterly molder of public opinion, for instance, defining the war aims initially as preserving the Union and only later as ending slavery when he sensed the public was at last ready to bear such a lofty burden. As we approach the bicentennial of LincolnÂs birth in 2009, this book will be that rarest giftÂa genuinely novel, even timely, view of the most-written-about figure in our history. Tried by Waroffers a revelatory portrait of leadership during the greatest crisis our nation has ever endured. How Lincoln overcame feckless generals, fickle public opinion, and his own paralyzing fears is a story at once suspenseful and inspiring.
Author Notes
James M. McPherson is the author of Battle Cry of Freedom: The Civil War Era, which won a Pulitzer Prize in history, and For Cause and Comrades: Why Men Fought in the Civil War, a Lincoln Prize winner. He is the George Henry Davis Professor of American History at Princeton University in New Jersey, where he also lives.
His newest book, entitled Abraham Lincoln, celebrates the 200th anniversary of Lincoln's birth with a short, but detailed look at this president's life. (Bowker Author Biography)
Reviews (5)
Publisher's Weekly Review
Starred Review. Given the importance of Lincoln's role as commander-in-chief to the nation's very survival, says McPherson, this role has been underexamined. McPherson (Battle Cry of Freedom), the doyen of Civil War historians, offers firm evidence of Lincoln's military effectiveness in this typically well-reasoned, well-presented analysis. Lincoln exercised the right to take any necessary measures to preserve the union and majority rule, including violating longstanding civil liberties (though McPherson considers the infringements milder than those adopted by later presidents). As McPherson shows, Lincoln understood the synergy of political and military decision-making; the Emancipation Proclamation, for instance, harmonized the principles of union and freedom with a strategy of attacking the crucial Confederate resource of slave labor. Lincoln's commitment to linking policy and strategy made him the most hands-on American commander-in-chief; he oversaw strategy and offered operational advice, much of it shrewd and perceptive. Lincoln may have been an amateur of war, but McPherson successfully establishes him as America's greatest war leader. (Oct. 7) (c) Copyright PWxyz, LLC. All rights reserved All rights reserved.
Booklist Review
*Starred Review* Recalling one of the classic works on Honest Abe, T. Harry Williams' Lincoln and His Generals (1952), McPherson's fluid narrative renders balanced judgments of Lincoln's performance as a war president. As with the law, Lincoln was a self-taught strategist whose political acumen, McPherson illustrates in instance after instance, was vital to his conduct of the Union cause. Lincoln's political skills factored into several levels at which a commander in chief functions, specified as the setting of policy, national strategy, military strategy, military operations, and, occasionally, military tactics. Though it has assumed the look of lore in Civil War literature, Lincoln's dealings with generals become exceptionally vibrant in McPherson's prose, rewarding even buffs who've seen it all about McClellan or Grant. Suggesting Lincoln stuck too long with McClellan, McPherson shows how unsatisfactory alternatives, as well as the Young Napoléon's political strength, compelled Lincoln to go once more to the well with McClellan. Equally effectively, McPherson depicts the North's shifting political moods toward the war's cost and length and toward emancipation as crucial to the environment in which Lincoln made his decisions. No surprise coming from the immensely popular McPherson, this is first-rate reading for the Civil War audience.--Taylor, Gilbert Copyright 2008 Booklist
New York Review of Books Review
JAMES M. McPHERSON'S "Tried by War" is a perfect primer, not just for Civil War buffs or fans of Abraham Lincoln, but for anyone who wishes to understand the evolution of the president's role as commander in chief. Few historians write as well as McPherson, and none evoke the sound of battle with greater clarity. There is scarcely anyone writing today who mines original sources more diligently. In "Tried by War," McPherson draws on almost 50 years of research to present a cogent and concise narrative of how Lincoln, working against enormous odds, saved the United States of America. This is not a book about White House table talk, the president's spiritual values, his relations with Mary Todd or even his deep-seated opposition to slavery. It is about how Lincoln led the nation to victory: his formulation of the country's war aims; his mobilization of public opinion; his diplomatic and economic leadership. Above all it is about his oversight of military strategy, in short, his duties as wartime commander in chief - duties that Lincoln defined and executed for the first time in the nation's history. A peacetime president is circumscribed by elaborate checks and balances. In the full flush of war, Lincoln learned to act unilaterally. McPherson, the George Henry Davis '86 emeritus professor of history at Princeton, handles the issue of secession adroitly. This was not a war between the states, much less between sovereign countries. It was a war of treason and rebellion. The Constitution reflected the work of the people, not the states, and the people had made it supreme. Consequently, although the states of the Confederacy were temporarily under the control of rebel governments, they remained part of the Union. Lincoln was merely exercising his constitutional responsibility to take care that the laws of the United States were faithfully enforced - not only in New York and New Jersey, but in Virginia and South Carolina as well. Lincoln's oversight of military strategy consumes most of the book. When Gen. P. G. T. de Beauregard fired on Fort Sumter in April 1861, Lincoln was as green as any recruit. The United States regular Army numbered only 16,000 men, and a third of the officer corps, including a disproportionate number of high-ranking officers, were from the South. Lincoln was not necessarily left with the dregs of the service, but he had to fashion an army almost from scratch. Lincoln and McClellan with other Union officers on the Antietam battlefield. Initially, he deferred to Gen. Winfield Scott and the military professionals. As McPherson points out, Lincoln "was not a quick study but a thorough one." And as it became apparent that the Army's senior leadership had neither the will nor the talent to suppress the rebellion, Lincoln took a more active role. Forced to raise an army of volunteers, Lincoln appointed political figures to high command. Some, like John Logan of Illinois and Daniel Sickles of New York, proved outstanding combat commanders. Others, like Nathaniel P. Banks, Benjamin Butler and Lew Wallace, proved adequate. And a few, John C. Frémont, for example, brought more problems than they solved. But the political officers were no worse than the West Point professionals. Scott, who had forced the Cherokees from Georgia and captured Mexico City during the Mexican War, was well over the hill and soon retired. George B. McClellan and Don Carlos Buell proved to be disasters; not only did both have the "slows," as Lincoln phrased it; they had no interest in destroying the Confederate Army. Likewise, William S. Rosecrans, John Pope, Ambrose E. Buraside, Joseph Hooker and Henry W. Halleck, though eager to defeat the Confederacy, were risk-averse. As a result, Lincoln, in the first years of the war, often had to act as his own general in chief. The security of the capital in Washington, the necessity of maintaining Missouri and Kentucky in the Union and the need to preserve public support in the face of military reverses kept Lincoln fully occupied. McPherson devotes well over half his book to the first two years of the war, because that is when Lincoln's leadership came most directly into play. Not until the president discovered Ulysses S. Grant, and not until Grant came to Washington as general in chief in early 1864, did Lincoln have a leader ready to end the rebellion by destroying the Confederacy's ability to resist. "Lee's army will be your objective point," Grant told George G. Meade in April 1864. "Wherever Lee goes, there you will go also." With Grant in command, Lincoln could relax his control of military strategy. Grant had no appetite for occupying enemy territory or capturing railroad junctions, but he was absolutely determined to destroy the enemy army, and the generals he promoted - William Tecumseh Sherman, Philip H. Sheridan and George H. Thomas - shared that view. Thanks to Grant (who had Robert E. Lee pinned to the wall at Petersburg), Sherman (who captured Atlanta) and Sheridan (who defeated Jubal Early in the Shenandoah Valley), the Union's fortunes turned. If the Confederacy had the advantage of interior lines of communication, the United States had the advantage of timeliness. It could determine the time and place of engagement, and by attacking at several points simultaneously, could nullify the South's ability to transfer troops from one theater to another. Under Grant's direction, no Southern army was able to reinforce another. In 1864 Lincoln was overwhelmingly re-elected to the White House, and a separate peace with the Confederacy that would have preserved slavery was avoided. McPherson's treatment of the last stages of the war moves at a breathtaking pace: Thomas's rout of the Army of Tennessee at Nashville; Sherman's march to the sea; the capture of Savannah; and the destruction of the Deep South's will to resist. "Grant has the bear by the hind leg," Lincoln told a visitor to the White House in early 1865, "while Sherman takes off the hide." The final blow was delivered against Lee's Army of Northern Virginia. Richmond and Petersburg were evacuated on April 2. Two days later Lincoln walked the streets of the former Confederate capital with an escort of just 10 sailors, while thousands of former slaves "crowded to see the Moses they believed had led them to freedom." A week later at Appomattox the rebel army turned in its weapons and went home. "Tried by War" reminds us of how great a crisis the United States faced when the governments of 11 Southern states attempted to secede in 1861 - and how one man, Abraham Lincoln, stood in the way. It was his wise use of the war powers, as McPherson so ably demonstrates, that preserved the Union. When General Beauregard fired on Fort Sumter in April 1861, Lincoln was as green as any recruit. Jean Edward Smith is the author, most recently, of "FDR," which this year won the Francis Parkman Prize.
Kirkus Review
A leading Civil War authority assesses Lincoln's performance as head of the Union armed forces. Pulitzer Prize-winning historian McPherson (This Mighty Scourge: Perspectives on the Civil War, 2007, etc.) notes that Lincoln studies have examined nearly every aspect of his administration except his constitutional role as commander in chief of the armies opposing secession. The author proceeds chronologically, beginning with Lincoln's election, at which point the secession of several Southern states immediately confronted him with the decision of whether to let them go or take action to restore the Union. His first instinct was to calm passions; several speeches given before his inauguration show him reassuring his listeners that he has no intention of abolishing slavery, and that he will use force against the South only if the seceding states give him no other option. The scenario at Fort Sumter demonstrated the necessity of force, and subsequent events--especially the attack on Union troops passing through Baltimore--presented him with several other difficult choices. Finding a way to keep border states loyal was a key decision. So was finding a commander for the Union forces. Winfield Scott, the senior U.S. general, was opposed to an invasion of the South, as were several cabinet officers. Lincoln's first choice, George McClellan, proved insufficiently active and suspicious of the president's intentions. McPherson follows the course of the war, quoting from original documents, including private letters and diaries, to show the evolving strategy that led to the ultimate Union victory. The decision to abolish slavery was fundamentally strategic and political--as much as humanitarian--in its intentions. Lincoln's determination to restore the Union became stronger as the war progressed, and Southern attempts to buy peace at some lesser price were rebuffed. McPherson's portrait of the commander in chief is brilliantly detailed, full of humanizing touches, and it provides fresh insight into his unparalleled achievement. Fluid and convincingly argued--one of the best Lincoln studies in recent years. For more information about Lincoln's relations with the Navy, see Craig L. Symonds's forthcoming Lincoln and His Admirals (2008). Copyright ©Kirkus Reviews, used with permission.
Library Journal Review
McPherson proves that Lincoln succeeded in rallying and sustaining support for the Civil War and emancipation because he understood that military action serves national interest and recognizes political needs, that personal interest gives way to public service, and that leadership demands imagination, honesty, and courage. (LJ 9/1/08) (c) Copyright 2015. Library Journals LLC, a wholly owned subsidiary of Media Source, Inc. No redistribution permitted.
Excerpts
Excerpts
On July 27, 1848, a tall, rawboned Whig congressman from Illinois rose in the House of Representatives to challenge the Mexican War policies of President James K. Polk. An opponent of what he considered an unjust war, Abraham Lincoln mocked his own meager record as a militia captain who saw no action in the Black Hawk War of 1832. "By the way, Mr. Speaker, did you know I am a military hero?" said Lincoln. "Yes, sir . . . I fought, bled, and came away" after "charges upon the wild onions" and "a good many struggles with the musketoes." Lincoln might not have indulged his famous sense of humor in this fashion if he had known that thirteen years later he would be- come commander in chief of the U.S. Army in a war that turned out to be forty-seven times more lethal for American soldiers than the Mexican War. On his way to Washington in February 1861 as president- elect of a broken nation, Lincoln spoke in a far more serious manner. He looked back on another war, which had given birth to the nation that now seemed in danger of perishing from the earth. In a speech to the New Jersey legislature in Trenton, Lincoln recalled the story of George Washington and his tiny army, which crossed the ice-choked Delaware River in a driving sleet storm on Christmas night in 1776 to attack the Hessian garrison in Trenton. "There must have been some- thing more than common that those men struggled for," said the president-elect. "Something even more than National Indepen- dence . . . something that held out a great promise to all the people of the world for all time to come. I am exceedingly anxious that the Union, the Constitution, and the liberties of the people shall be per- petuated in accordance with the original idea for which that struggle was made." Lincoln faced a steep learning curve as commander in chief in the war that began less than two months after that speech at Trenton. He was also painfully aware that his adversary, Jefferson Davis, was much better prepared for that daunting task. A graduate of the U.S. Military Academy at West Point, Davis had fought courageously as a colonel of a Mississippi regiment in the Mexican War and had served as an excellent secretary of war from 1853 to 1857--while Lincoln's only military experience was his combat with mosquitoes in 1832. Lincoln possessed a keen analytical mind, however, and a fierce de- termination to master any subject to which he applied himself. This determination went back to his childhood. "Among my earliest recol- lections," Lincoln told an acquaintance in 1860, "I remember how, when a mere child, I used to get irritated when anybody talked to me in a way I could not understand." Lincoln recalled "going to my little bedroom, after hearing the neighbors talk of an evening with my fa- ther, and spending the night walking up and down, and trying to make out what was the exact meaning of some of their, to me, dark sayings. I could not sleep . . . when I got on such a hunt after an idea, until I had caught it. This was a kind of passion with me, and it has stuck by me." Later in life Lincoln mastered Euclidean geometry on his own for mental exercise. As a largely self-taught lawyer, he honed this quality of mind. He was not a quick study but a thorough one. "I am never easy," he said, "when I am handling a thought, till I have bounded it North, and bounded it South, and bounded it East, and bounded it West." Several contemporaries testified to the slow but tenacious qualities of Lincoln's mind. The mercurial editor of the New York Tribune, Horace Greeley, noted that Lincoln's intellect worked "not quickly nor brilliantly, but exhaustively." Lincoln's law partner William Herndon sometimes expressed impatience with Lincoln's deliberate manner of researching or arguing a case. But Herndon conceded that his partner "not only went to the root of the question, but dug up the root, and separated and analyzed every fibre of it."4 Lincoln also fo- cused intently on the central issue in a legal case and refused to be distracted by secondary questions. Another fellow lawyer noted that Lincoln would concede nonessential points to an opponent in the courtroom, lulling him into a sense of complacency. But "by giving away six points and carrying the seventh he carried his case . . . the whole case hanging on the seventh. Any man who took Lincoln for a simple-minded man would very soon wake up with his back in a ditch." As commander in chief Lincoln sought to master the intricacies of military strategy in the same way he had tried to penetrate the mean- ing of mysterious adult conversations when he was a boy. His private secretary John Hay, who lived in the White House, often heard the president walking back and forth in his bedroom at midnight as he di- gested books on military strategy. "He gave himself, night and day, to the study of the military situation," Hay later wrote. "He read a large number of strategical works. He pored over the reports from the vari- ous departments and districts of the field of war. He held long confer- ences with eminent generals and admirals, and astonished them by the extent of his special knowledge and the keen intelligence of his questions." Some of those generals, like Lincoln's courtroom adversaries, eventually found themselves on their backs in a ditch. By 1862 Lincoln's grasp of military strategy and operations was firm enough almost to justify the assertion of the historian T. Harry Williams: "Lincoln stands out as a great war president, probably the greatest in our history, and a great natural strategist, a better one than any of his generals." This encomium is misleading in one respect: Lincoln was not a "natural strategist." He worked hard to master this subject, just as he had done to become a lawyer. He had to learn the functions of com- mander in chief on the job. The Constitution and the course of Amer- ican history before 1861 did not offer much guidance. Article II, Section 2, of the Constitution states simply: "The President shall be Commander in Chief of the Army and Navy of the United States, and of the Militia of the several States, when called into the actual Service of the United States." But the Constitution nowhere defines the pow- ers of the president as commander in chief. In Federalist No. 69, Al- exander Hamilton tried to reassure opponents of the Constitution, who feared executive tyranny, that the commander-in-chief power "would amount to nothing more than the supreme command and direction of the military forces, as first General and Admiral" of the nation. Hamilton's phrase "supreme command and direction" seems quite forceful, but it lacks specificity. Nor did the precedents created by Presidents James Madison and James K. Polk in the War of 1812 and the Mexican War provide Lincoln with much guidance in a far greater conflict that combined the most dangerous aspects of an internal war and a war against another nation. In a case growing out of the Mexi- can War, the Supreme Court ruled that the president as commander in chief was authorized to employ the army and navy "in the manner he may deem most effectual to harass and conquer and subdue the enemy." But the Court did not define "most effectual" and seemed to limit the president's power by stating that it must be confined to "purely military matters."7 The vagueness of these definitions and precedents meant that Lin- coln would have to establish most of the powers of commander in chief for himself. He proved to be a more hands-on commander in chief than any other president. He performed or oversaw five war- time functions in this capacity, in diminishing order of personal in- volvement: policy, national strategy, military strategy, operations, and tactics. Neither Lincoln nor anyone else defined these functions in a systematic way during the Civil War. If they had, their definitions might have looked something like the following: Policy refers to war aims--the political goals of the nation in time of war. National strat- egy refers to mobilization of the political, economic, diplomatic, and psychological as well as military resources of the nation to achieve these war aims. Military strategy concerns plans for the employment of armed forces to win the war and fulfill the goals of policy. Opera- tions concerns the management and movements of armies in particu- lar campaigns to carry out the purposes of military strategy. Tactics refers to the formations and handling of an army in actual battle. As president and leader of his party as well as commander in chief, Lincoln was principally responsible for shaping and defining policy. From first to last that policy was preservation of the United States as one nation, indivisible, and as a republic based on majority rule. In May 1861 Lincoln explained that "the central idea pervading this struggle is the necessity that is upon us, of proving that popular gov- ernment is not an absurdity. We must settle this question now, whether in a free government the majority have the right to break up the gov- ernment whenever they choose." Secession "is the essence of anar- chy," said Lincoln on another occasion, for if one state may secede at will, so may any other until there is no government and no nation.8 In the Gettysburg Address, Lincoln offered his most eloquent statement of policy: The war was a test whether the nation conceived in 1776 "might live" or would "perish from the earth." The question of na- tional sovereignty over a union of all the states was nonnegotiable. No compromise between a sovereign United States and a separately sovereign Confederate States was possible. This issue "is distinct, simple, and inflexible," said Lincoln in 1864. "It is an issue which can only be tried by war, and decided by victory." Lincoln's frequent statements of this policy were themselves distinct and inflexible. And policy was closely tied to national strategy. Indeed, in a civil war whose origins lay in a political conflict over the future of slavery and a political decision by certain states to secede, policy could never be separated from national strategy. The president shared with Congress and key cabinet members the tasks of raising, organizing, and sustaining an army and navy, preventing foreign in- tervention in the conflict, and maintaining public support for the war--all of which depended on the public's support of the purpose for which the war was fought. And neither policy nor national strategy could be separated from military strategy. Although Lincoln never read Carl von Clausewitz's famous treatise On War ( Vom Kriege ), his actions were a consummate expression of Clausewitz's central argu- ment: "The political objective is the goal, war is the means of reach- ing it, and means can never be considered in isolation from their purpose. Therefore, it is clear that war should never be thought of as something autonomous but always as an instrument of policy." Some professional army officers did in fact tend to think of war as "something autonomous" and deplored the intrusion of politics into military matters. Soon after he came to Washington as general- in-chief in August 1862, Maj. Gen. Henry W. Halleck began com- plaining (privately) about "political wire-pulling in military appointments I have done everything in my power here to separate military appointments and commands from politics, but really the task is hopeless." If the "incompetent and corrupt politicians," he told another general, "would only follow the example of their ances- tors, enter a herd of swine, run down some steep bank and drown themselves in the sea, there would be some hope of saving the country." But Lincoln could never ignore the political context in which deci- sions about military strategy were made. Like French premier Georges Clemenceau a half century later, he knew that war was too important to be left to the generals. In a highly politicized and democratic society where the mobilization of a volunteer army was channeled through state governments, political considerations inevitably shaped the scope and timing of military strategy and even of operations. As leader of the party that controlled Congress and most state govern- ments, Lincoln as commander in chief constantly had to juggle the complex interplay of policy, national strategy, and military strategy. The slavery issue provides an example of this interplay. The goal of preserving the Union united the Northern people, including border-state Unionists. The issue of slavery and emancipation di- vided them. To maintain maximum support for the war, Lincoln initially insisted that it was a war solely for preservation of the Union and not a war against slavery. This policy required both a national and a military strategy of leaving slavery alone. But the slaves refused to cooperate. They confronted the administration with the problem of what to do with the thousands of "contrabands" who came within Union lines. As it became increasingly clear that slave labor sustained the Confederate economy and the logistics of Confederate armies, Northern opinion moved toward the idea of making it a war against slavery. By 1862 a national and military strategy that targeted enemy resources--including slavery--emerged as a key weapon in the Union arsenal. With the Emancipation Proclamation and the Repub- lican commitment to a constitutional amendment to abolish slavery, the policy of a war for Union and freedom came into harmony with the national and military strategies of striking against the vital Con- federate resource of slave labor. Lincoln's skillful management of this contentious process was a crucial part of his war leadership. In the realm of military strategy and operations, Lincoln initially deferred to General-in-Chief Winfield Scott, a hero of the War of 1812 and the Mexican War. But Scott's advanced age, poor health, and lack of energy made it clear that he could not run this war. His successor, Gen. George B. McClellan, proved an even greater disap- pointment to Lincoln. Nor did Gens. Henry W. Halleck, Don Carlos Buell, John Pope, Ambrose E. Burnside, Joseph Hooker, or William S. Rosecrans measure up to initial expectations. Their shortcomings compelled Lincoln to become in effect his own general-in-chief as well as commander in chief during key campaigns. Lincoln some- times even became involved in operations planning and offered astute suggestions to which his generals should perhaps have paid more heed. Even after Ulysses S. Grant became general-in-chief in March 1864, Lincoln maintained a significant degree of strategic oversight-- especially concerning events in the Shenandoah Valley during the late summer of 1864. The president did not become directly involved at the tactical level--though he was sorely tempted to do so when Gen. George G. Meade hesitated to attack Robert E. Lee's Army of Northern Virginia, trapped with its back to the Potomac River after Gettysburg. At all levels of policy, strategy, and operations, however, Lincoln was a hands-on commander in chief who persisted through a terrible ordeal of defeats and disappointments to final triumph--and tragedy--at the end. Here is that story. Excerpted from Tried by War: Abraham Lincoln as Commander in Chief by James M. McPherson All rights reserved by the original copyright owners. Excerpts are provided for display purposes only and may not be reproduced, reprinted or distributed without the written permission of the publisher.
