Leadership

Leadership: In Turbulent Times is a political history book by Doris Kearns Goodwin. First published in 2018, the book considers how leaders are made by looking at examples set by past US presidents. Critics praise the book’s inspiring account of leadership and its unparalleled insight into what we should expect from those in positions of power. Goodwin was as a professor at Harvard before working for Lyndon Johnson in the White House, during which time she assisted him with his memoirs. She’s well known for her accessible but informational nonfiction books, and her accolades include a Pulitzer Prize.

Goodwin’s book considers two main issues: where leadership qualities and ambition come from, and how adversity and contemporary politics shape the growth of the leader. To answer these questions, she considers whether leaders are born or made, and ponders how to recognize leadership qualities before they fully manifest.

Goodwin confines her discussion to four US presidents. She chooses Abraham Lincoln, Theodore Roosevelt, Franklin D. Roosevelt, and Lyndon B. Johnson. Having previously written books dedicated to each of these former presidents, Goodwin has a keen understanding of their differences and, most importantly, their similarities.



There are three sections in Leadership: “Ambition and the Recognition of Leadership,” “Adversity and Growth,” and “The Leader and the Times: How They Led.” Within each section is a chapter dedicated to each individual president. This allows Goodwin to compare their personalities and personal journeys to the White House.

Although there are many differences between the presidents and how they ascend to the presidency, they all have one thing in common: others recognize them as leaders long before they become one. They all exhibit qualities that make others notice and respect them; they don’t need titles or influence to stand out. Goodwin considers how this is possible and what these findings mean for leaders who don’t possess these characteristics.

Goodwin looks at their formative years and the personality traits they demonstrate. Each of the men shows a desire to learn, grow, and improve. Most importantly, they hope and believe that things will get better. Without this sense of hope, without ambition and vision, there cannot be a leader strong enough to endure adversity, which all leaders must face.
Each president—particularly Lincoln—desire the respect and approval of their contemporaries. They don’t simply act for themselves, they act for a greater cause. Significantly, they all believe themselves worthy of fighting for this cause even if they are not born into a privileged life. Self-belief underpins each one of these revolutionary leaders.



Not one of these former presidents has an easy journey to the White House. They all endure hardships and periods of doubt. What matters is how they handle adversity and how well they adapt to new circumstances. In part two, Goodwin looks at these adversities (such as Franklin Roosevelt’s paralysis and Theodore Roosevelt’s personal tragedies) and how they play out.

Goodwin finds that these former presidents all possess the same remarkable resilience and determination to pick themselves up after a disaster and start again. When faced with an attack on their sense of self, they each take time to reflect on their purpose in life and redefine themselves. They are not defined by what afflicts them.

For example, Johnson loses an election, which makes him question his own worth because he views rejection as a personal thing. However, he doesn’t stay beaten. He reshapes his view of himself and the world, and what he wants to achieve. These presidents all fight similar battles against their worst fears and emerge better for it. Only strong characters like these men can lead a country through upheaval and doubt.



In part three, Goodwin considers how each former president performs in office, and whether they shape the world around them, or the world around them shapes their leadership. Goodwin accepts that the political landscape shapes the opportunity that is available, but asserts that only a great leader can take that opportunity and build it into something meaningful and progressive.

Something they all have in common is their understanding that leaders are not solitary. They cannot lead on their own—at least, they can’t lead well. Good leaders learn from their own people and are willing to change. They also learn from each other and acknowledge the mistakes of the past. It’s qualities like these that separate good leaders from oppressors and dictators.

Crucially, a good leader is the perfect candidate to deal with the state of the country and its politics at that moment in time. It’s impossible to say whether Theodore Roosevelt would serve well as a modern-day president. What matters is that these leaders are perfect for the opportunity that arises. For example, Abraham Lincoln can see both sides of an argument and is endlessly calm and just. He’s the perfect president to handle the Civil War. In contrast, President James Buchanan faces similar challenges, but he can’t handle them because he can’t appreciate everyone’s point of view.



Goodwin’s overarching message is clear: leaders are both born and made. They’re born with inherent personality traits, but they’re made into leaders because the country needs someone like them to take it forward at that moment in time.