The real point I am trying to make here is that just because a leader does good things does not make them a good person. Ronald Reagan and his gang helped Saddam Hussein as he used chemical weapons on Iran. The Kurds before that.
Giving people the changes a leader knows the people already want doesn't make the leader a good person. I think it is safe to say LBJ didn't give a rats ass about civil rights.
Actually that's pretty "unsafe" to say since it isn't true. Without LBJ's strong support and persistent arm twisting, the Civil Rights legislation of the 1960s wouldn't have been passed. And he took a significant political risk to do so knowing that it would adversely effect the long term chances of the Democratic Party in the South (which it obviously did):
ays after Kennedy’s murder, Johnson displayed the type of leadership on civil rights that his predecessor lacked and that the other branches could not possibly match. He made the bold and exceedingly risky decision to champion the stalled civil-rights bill. It was a pivotal moment: without Johnson, a strong bill would not have passed. Caro writes that during a searching late-night conversation that lasted into the morning of November 27, when somebody tried to persuade Johnson not to waste his time or capital on the lost cause of civil rights, the president replied, “Well, what the hell’s the presidency for?” He grasped the unique possibilities of the moment and saw how to leverage the nation’s grief by tying Kennedy’s legacy to the fight against inequality. Addressing Congress later that day, Johnson showed that he would replace his predecessor’s eloquence with concrete action. He resolutely announced: “We have talked long enough in this country about equal rights. We have talked for 100 years or more. It is time now to write the next chapter, and to write it in the books of law."
Here was Johnson, president for only five days, working out of the Executive Office Building because the White House was still occupied by Kennedy’s family and staff, with an election already looming less than a year away. Instead of proceeding tentatively, as most anyone in those circumstances would have done, he radiated decisiveness, betting everything he had right after he got it. As Caro shows so persuasively, from that moment, Johnson’s urgency and purpose infused every stage of the bill’s progress.
And in the days and weeks that followed, the stagnant cloud that had settled over Kennedy’s agenda began to lift.
Symbolism was the least of it. Johnson took off his jacket and tore into the legislative process intimately and tirelessly. As the former Senate majority leader, he knew his way around Capitol Hill like few other presidents before him—and none since. The best hope of moving the civil-rights bill from the House Rules Committee—whose segregationist chairman, Howard Smith of Virginia, had no intention of relinquishing it—was a procedure called a “discharge petition.” If a majority of House members sign a discharge petition, a bill is taken from the committee, to the chagrin of its chairman. Johnson made the petition his own personal crusade.
Even Risen credits his zeal, noting that after receiving a list of 22 House members vulnerable to pressure on the petition, the president immediately ordered the White House switchboard to get them on the phone, wherever they could be found. Johnson engaged an army of lieutenants—businessmen, civil-rights leaders, labor officials, journalists, and allies on the Hill—to go out and find votes for the discharge petition. He cut a deal that secured half a dozen votes from the Texas delegation. He showed Martin Luther King Jr. a list of uncommitted Republicans and, as Caro writes, “told King to work on them.” He directed one labor leader to “talk to every human you could,” saying, “if we fail on this, then we fail in everything.”