If the organization suffered, the quality of relief did not. At least one initially skeptical correspondent saw much to praise in the one-woman show. While visiting the hurricane-devastated Sea Islands in South Carolina, Joel Chandler Harris wrote that the Red Cross’s “strongest and most admirable feature is extreme simplicity. The perfection of its machinery is shown by the apparent absence of all machinery. There are no exhibitions of self-importance. There is no display—no tortuous cross-examination of applicants—no needless delay. And yet nothing is done blindly, or hastily or indifferently.”
What Harris also saw was a concerted effort to assist without the demeaning effects of charity. Barton developed a knack for leaving a disaster area at the right time: “It is indispensable that one know when to end such relief, in order to avoid first the weakening of effort and powers for self-sustenance; second the encouragement of a tendency to beggary and pauperism.”
During her 23-year tenure as president of the American Red Cross, Clara Barton was both its chief asset and its greatest liability. As founder and president she promoted the Red Cross cause with all of her considerable talent, and she brought zeal and idealism to Red Cross relief work.
At the same time, her domineering, and sometimes high-handed, ways hindered organizational growth. As Red Cross historian Foster Rhea Dulles notes, her methods of administration were not always based on sound business practices and did not command the confidence of many people who might have given the association broader support.
Barton’s failure to delegate authority and to acknowledge popular contributions more formally provided the basis for the criticism that overwhelmed her between 1900 and 1904. It also accounted, at least in part, for the bitter personal attacks that led to a deepening feud between her friends and foes. Despite her adaptability in earlier days, it was almost impossible for her to adjust to the new conditions of Red Cross activity.
The group that opposed her was made up of prominent Red Cross workers and was led by Mabel Boardman, an able and ambitious society woman. Boardman’s group was anxious to see the Red Cross reorganized and their cause gained momentum during 1900 and 1901. Barton refused to consider it. Instead she divided the Red Cross into camps of “friends” and “enemies.” She accused her foes of seeking power and of trying to gain admission to the royal courts of Europe through the Red Cross. At the annual meeting in 1902 after anticipating a move to force her resignation, she rallied her forces and emerged with greater powers and the presidency for life. “Perhaps not quite wise,” she wrote, “in view of ugly remarks that may be made.” For the opposition, who believed that the new charter had been railroaded through, this was the last straw.