Biography of William Still, American Abolitionist

William Still (October 7, 1821–July 14, 1902) was a prominent abolitionist who coined the term Underground Railroad and, as one of the chief conductors in Pennsylvania helped thousands of people get free and settled away from slavery. Throughout his life, Still fought not only to abolish slavery, but also to provide African-Americans in northern enclaves with civil rights. Stills work with runaways is documented in his seminal text, The Underground Rail Road.  Still believed that the book  could encourage the race in efforts of self-elevation. Fast Facts: William Still Known For: Abolitionist, Father of the Underground RailroadBorn: October 7, 1821 near Medford, New JerseyParents: Levin and Charity (Sidney) SteelDied: July 14, 1902 in PhiladelphiaEducation: Little formal education, self-taughtPublished Works: The Underground Rail RoadSpouse: Letitia George (m. 1847)Children:  Caroline Matilda Still, William Wilberforce Still, Robert George Still, Frances Ellen Still Early Life Still was born a free black man in near the town of Medford, in Burlington County, New Jersey, the youngest of 18 children born to Levin and Sidney Steel. Although he gave his official birthdate as October 7, 1821, Still provided the date of November 1819 on the 1900 census. Still was the son of people who had been enslaved laborers on a potato and corn farm on the eastern shore of Maryland owned by Saunders Griffin. William Stills father Levin Steel was able to purchase his own freedom, but his wife Sidney had to escape enslavement twice. The first time she escaped she brought along her four oldest children. However, she and her children were recaptured and returned to slavery. The second time Sidney Steel ran away, she brought two daughters, but her sons were sold to slave owners in Mississippi. Once the family was settled in New Jersey, Levin changed the spelling of their name to Still and Sidney took a new name, Charity. Throughout William Stills childhood, he worked with his family on their farm and also found work as a woodcutter. Although Still received very little formal education, he did learn to read and write, teaching himself by extensive reading. Stills literary skills would help him become a prominent abolitionist and advocate for freed African-Americans. Marriage and Family In 1844 at the age of 23, Still relocated to Philadelphia, where he worked first as a janitor and then as a clerk for the Pennsylvania Anti-Slavery Society. Soon he became an active member of the organization, and by 1850 he served as the chairman of the committee established to help runaway slaves. While he was in Philadelphia, Still met and married Letitia George. Following their marriage in 1847, the couple had four children: Caroline Matilda Still, one of the first African-American women doctors in the United States; William Wilberforce Still, a prominent African-American lawyer in Philadelphia; Robert George Still, a journalist and print shop owner; and Frances Ellen Still, an educator who was named after the poet Frances Watkins Harper. The Underground Railroad Between 1844 and 1865, Still helped at least 60 enslaved African-Americans escape bondage. Still interviewed many of the enslaved African-Americans seeking freedom, men, women, and families, documenting where they came from, the difficulties they met and help they found along the way, their final destination, and the pseudonyms they used to relocate. During one of his interviews, Still realized that he was questioning his older brother Peter, who had been sold to another slaveholder when their mother escaped. During his time with the Anti-Slavery Society, Still put together records of more than 1,000 former enslaved people, keeping the information hidden until slavery was abolished in 1865. With the passage of the Fugitive Slave Act in 1850, Still was elected chairman of the Vigilance Committee organized to find a way to circumvent the legislation. African-American Civic Leader Since his work with the Underground Railroad had to be kept secret, Still kept a fairly low public profile until slaves were freed. Nonetheless, he was a fairly prominent leader of the African-American community: in 1855, he traveled to Canada to observe enclaves of former slaves. By 1859, Still began the fight to desegregate Philadelphias public transportation system by publishing a letter in a local newspaper. Although Still was supported by many in this endeavor, some members of the African-American community were less interested in gaining civil rights. As a result, Still published a pamphlet entitled, ​A Brief Narrative of the Struggle for the Rights of the Colored People of Philadelphia in the City Railway Cars in 1867. After eight years of lobbying, the Pennsylvania legislature passed a law ending segregation of public transportation. Still was also an organizer of a YMCA for African-American youngsters; an active participant in the Freedmens Aid Commission; and a founding member of the Berean Presbyterian Church. He also helped establish a Mission School in North Philadelphia. After 1865 In 1872, seven years after the abolition of slavery, Still published his collected interviews in a book entitled, The Underground Rail Road. The book included more than 1,000 interviews and was 800 pages long: the tales are heroic and harrowing, and they illustrate how people suffered deeply and sacrificed much to escape slavery. Notably, the text underscored the fact that the abolitionist movement in Philadelphia was primarily organized and maintained by African-Americans. As a result,  Still became known as the Father of the Underground Railroad. Of his book, Still said, we very much need works on various topics from the pens of colored men to represent the race intellectually. The publication of The Underground Rail Road  was important to the body of literature published by African-Americans documenting their history as abolitionists and former slaves. Stills book was published in three editions and went on to become the most circulated text on the Underground Railroad. In  1876, Still placed the book on exhibit at the Philadelphia Centennial Exposition to remind visitors of the legacy of slavery in the United States. By the late 1870s, he sold an estimated 5,000–10,000 copies. In 1883, he issued the third expanded edition that included an autobiographical sketch. Businessman During his career as an abolitionist and civil rights activist, Still acquired considerable personal wealth. He began purchasing real estate throughout Philadelphia as a young man. Later, he ran a coal business and established a store selling new and used stoves. He also received proceeds from the sales of his book. To publicize his book, Still built a network of efficient, entrepreneurial, college-educated sales agents to sell what he described as a collection of quiet examples of what fortitude can achieve where freedom is the goal. Death Still died in 1902 of heart trouble. In Stills obituary, The New York Times wrote that he was one of the best-educated members of his race, who was known throughout the country as the Father of the Underground Railroad. Sources Gara, Larry. William Still and the Underground Railroad. Pennsylvania History: A Journal of Mid-Atlantic Studies 28.1 (1961): 33–44.Hall, Stephen G. To Render the Private Public: William Still and the Selling of The Underground Rail Road. The Pennsylvania Magazine of History and Biography 127.1 (2003): 35–55.Hendrick, Willene and George Hendrick. Fleeing for Freedom: Stories of the Underground Railroad as Told by Levi Coffin and William Still. Chicago: Ivan R. Dee, 2004Khan, Lurey. William Still and the Underground Railroad: Fugitive Slaves and Family Ties. New York: iUniverse, 2010.Mitchell, Frances Waters. William Still. Negro History Bulletin 5.3 (1941): 50–51.Still, William.. The Underground Rail Road Records: With a Life of the Author. Philadelphia: William Still, 1886.William Still: An African-American Abolitionist. Still Family Archives. Philadelphia: Temple University.

Tactical Leadership vs Organizational Leadership Essay

Tactical Leadership vs Organizational Leadership Walter Trotter United States Army Sergeant Major Academy Class 63 SGM Stephens/MS Walker August 19, 2012 Tactical Leadership VS Organizational Leadership There are certain things that you need to know as a leader, I will explain some of the differences facts and opinions about tactical leadership verse organization leadership. Leadership is not just a word or act that is use only in the military, every organization in the world has some type of leadership structure from the small business to the biggest cooperation leadership plays an important roles. I will discuss some of the similarities between the tactical and organizational leadership as it relates to the Army. When we think†¦show more content†¦As an effective leader one has to be especially close to their subordinates in order to provide them with the necessary purpose, direction and motivation to complete their assigned task. The tactical level is usually found at the company or platoon level, this leader is always looking to accomplish the short term goals in support of the long term mission. Tactical leaders must know how to solve problems quickly and without hesit ation, they have more direct influence over soldiers because they are in the trenches with them. At this stage the leader has to council, correct and led their soldiers through the direct approach of leadership. Organization leadership This leadership style is where the leader actually has to plan and synchronize training in order that the small units are able to produce the tactical into the operational action. At the organization level a leader is not in a traditional leadership position when they are directly in charge of soldiers. Leaders in this style are the one whom establish section that develop plans and create orders. When a result is achieved at this level the entire team is responsibility for the outcome. 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Characteristics of a Good Boss vs. a Bad Boss Free Essays

We live in a society that offers a diverse and broad range of job opportunities, though finding suitable employment can be difficult in today’s economy. For some, that means putting up with a bad boss or a good boss. The most notable distinction between the two types of bosses is whether they trust you to do your job . We will write a custom essay sample on Characteristics of a Good Boss vs. a Bad Boss or any similar topic only for you Order Now A boss are generally defined as someone who directly supervises the work activities of others. The perception of whether a boss is considered good or bad depends on the outlook of the employee being supervised. Bosses come in all flavors and styles. Most bosses are easy to work with and will do their best to create an enjoyable working environment for everyone. Flexibility, honesty understanding, listening, open for the input of your employees and taking full responsibility are the most important qualities you need to be a good boss. A good boss provides good work direction, has a hands-off approach, and is available when needed. Usual a good boss is one that becomes the mentor of their employees. A good boss is as much as team player as a leader. Good bosses always understand and encourage focused side-projects. .A good manager promotes on merit and ability. A bad manager promotes his friends based on their ability not to show him or her up. As a result, employees tend to be happier, more at ease, and more likely to be more productive. Bad bosses are not pleasing to be around. No one likes an individual who criticizes, belittles and disrespects people. On the other hand, a bad boss micromanages the work of employees, hangs over their shoulders, and often criticizes their work in front of others. A bad boss fails to give recognition for the little things his employee does. Another quality of a bad boss is inability to communicate. Usually, a bad boss does not listen to what is being said or does not care about what is being said. A bad manager promotes his friends based on their ability not to show him or her up. The boss whose self-interest always comes first or whose chief drive is to constantly curry favor with senior managers at higher levels in the organization without sharing credit with his/her staff or employees. The boss, who demands that a task be completed on an unrealistically small budget, or with an unrealistically close deadline, then goes ballistic when those impossible demands cannot be met. How to cite Characteristics of a Good Boss vs. a Bad Boss, Papers