Political Acumen

Lincoln was not afraid of politics. In fact he was aggressive in politics. Much of Abe’s style depended on politics. As Gienapp (2002) stated about Lincoln and the political system, “he adopted its premises, formed his identity in conjunction with it, molded his outlook and behavior accordingly…” (p. 29). In turmoil over slavery, banking, and war the Republicans depended on Abe and he managed to hold the party together even winning elections in war time.

Abraham recognized the different aspects of leadership in politics. He knew when to use different supporting, delegating, directing, and coaching styles to accomplish objectives. (Gienapp, 2002) Ultimately, Abraham knew the limits of his power, yet the importance of his character. Lincoln said, “I do the very best I know how—the very best I can; and I mean to keep doing so until the end” (Lincoln, n.d., n.p.).

In politics, Lincoln was adroit in the use of power. Equally deft in using coercive and reward power, he would tactfully reward devotees with government positions and loyal mentoring. However, Abe never hesitated to use persuasion in speeches, directives, and personal will in confronting obstacles to his goals. In 1800’s politics, Abraham cultivated connection power in Whig and later Republican platform goals. However, Abe relied most on his expertness, personal reference, and the ability to dispose accurate and reliable information on positions. (Gienapp, 2002)

 

 

© Neal Huffman 2015 all rights reserved

 

dog on a hydrant

dog on a hydrant

Concepts in knowledge management: References

 

References

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Bahra, N. (2001). Competitive knowledge management. London: Palgrave.

Boisot, M.H. (1998). Knowledge assets: Securing competitive advantage in the information economy. New York: Oxford University Press.

Boisot, M.H. (2002). The creation and sharing of knowledge. In C.W. Choo & N. Bontis (Eds.), The strategic management of intellectual capital and organizational knowledge (pp. 65-77). New York: Oxford University Press.

Davenport, T.H., & Prusak, L. (1998). Working knowledge: How organizations manage what they know [ebook]. Boston: Harvard Business School Press. Retrieved February 25, 2004, from http://0-www.netlibrary.com.bianca.penlib.du.edu/Reader/

Edvinsson, L., & Malone, M.S. (1997). Intellectual capital: Realizing your company’s true value by finding its hidden roots. New York: HarperCollins.

Eustace, C. (2003). A new perspective on the knowledge value chain. Journal of Intellectual Capital, 4(4), 588-596.

Gibran, K. (n.d.). In a second treasury of Kahlil Gibran, (A. Ferris, Trans). In R. Andrews, M. Biggs, & M. Seidel, et al. (1996). The Columbia World of Quotations. Search by “knowledge.” Number: 24746. Retrieved February 11, 2004, from http://www.bartleby.com/66/46/24746.html

Holsapple, C.W., & Joshi, K.D. (2002). Knowledge management: A threefold framework. The Information Society, 18(1), 47-64.

Murray, P. (2002). Knowledge management as a sustained competitive advantage. Ivey Business Journal, 66(4), 71-76.

Nonanka, I., & Takeuchi, H. (1995). The knowledge-creating company: How japanese companies create the dynamics of innovation. New York: Oxford University Press.

Nonanka, I., Toyama, R., & Konno, N. (2001). SECI, ba and leadership: A unified model of dynamic knowledge creation. In I. Nonanka & D. Teece (Eds.), Managing industrial knowledge: Creation, transfer and utilization (pp. 13-43). London: SAGE.

Pfeffer, J., & Sutton, R.I. (2000). The knowing-doing gap: How smart companies turn knowledge into action. Boston: Harvard Business School Press.

Prahalad, C.K., & Hamel, G. (2000). The core competence of the corporation. In R.L. Cross, Jr. & S.B. Israelit (Eds.), Strategic learning in a knowledge economy: Individual, collective and organizational learning process (pp. 3-22). Boston, MA: Butterworth-Heinemann.

Stewart, T.A. (2001). The wealth of knowledge: Intellectual capital and the twenty-first century organization. New York: Doubleday.

Sveiby, K.E. (1997). The new organizational wealth: Managing & measuring knowledge-based assets. San Francisco: Berrett-Koehler.

Takeuchi, H. (2001). Towards a universal management concept of knowledge. In I. Nonanka & D. Teece (Eds.), Managing industrial knowledge: Creation, transfer and utilization (pp. 315-329). London: SAGE.

Teece, D. (2001). Strategies for managing knowledge assets: The role of firm structure and industrial context. In I. Nonanka & D. Teece (Eds.), Managing industrial knowledge: Creation, transfer and utilization (pp. 125-144). London: SAGE.

Thorbjornsen, S., & Mouritsen, J. (2003). Accounting for the employee in the intellectual capital statement. Journal of Intellectual Capital, 4(4), 559-575.

Von Krogh, G., Ichijo, K., & Nonanka, I. (2000). Enabling knowledge creation: How to unlock the mystery of tacit knowledge and release the power of innovation. New York: Oxford University Press.