Download e-book for kindle: Leadership in Democracy by Paul Brooker

By Paul Brooker

This 2nd version incorporates a new bankruptcy on presidential management and international coverage, and has increased its insurance of Schumpeter's and different management versions of democracy. Its concentration, although, is still on pioneering political management within the electoral, governmental, legislative, and administrative sectors of the U.S. and British democracies.

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In a sense top-down pioneering is similar to an entrepreneur’s use of capacities and resources, because pioneering formal leaders’ use of their public powers to command the resources of the state is almost as impersonal as economic entrepreneurs’ use of money to buy the resources that they need. But the Schumpeterian model of democracy acknowledged that there are severe constitutional and political restraints upon a democracy’s formal leader. A top-down pioneering leader will therefore still require the personal leadership capacities of convincing and impressing to extend and strengthen the formal powers of a public official to the degree required for top-down pioneering leadership.

The market analogy may be more implicit than explicit but is very evident in his definition of democracy and in his argument that competition ‘provides the people with the opportunity to make a choice. 66 However, the distinctive feature of Schattschneider’s leadership model is his use of the analogy with the firm. 67 He also came close to the modern conception of a collective principal dealing with shirking agents when he described the public as being ‘like a very rich man who is unable to supervise closely all of his enterprises.

89 Perhaps the most obvious anomaly was that the British electorate, as in any parliamentary democracy, did not elect – and thus produce – a government. 90 Instead of the people directly electing a government, they elect a parliament that on their behalf elects or chooses some of its members to form a government. Another obvious anomaly was that the British government, like any parliamentary government, was a collective group of Ministers. In addition to lacking a Schumpeterian ‘leading man’ chosen by the voters, it could therefore be expected to suffer from the disadvantages that Schumpeter ascribed to all forms of collective rather than individual leadership.

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