The Oxford Handbook Of Political Leadership

Political leadership has returned to the forefront of research in political science in recent years, after several years of neglect. This Handbook provides a broad-ranging and cohesive examination of the study of political leadership.

As the leadership field continues to evolve, there are many reasons to be optimistic about the various theoretical and empirical contributions in better understanding leadership from a scholarly and scientific perspective. The Oxford Handbook of Leadership and Organizations brings together a collection of comprehensive, state-of-the-science reviews and perspectives on the most pressing historical and contemporary leadership issues - with a particular focus on theory and research - and looks to the future of the field. It provides a broad picture of the leadership field as well as detailed reviews and perspectives within the respective areas. Each chapter, authored by leading international authorities in the various leadership sub-disciplines, explores the history and background of leadership in organizations, examines important research issues in leadership from both quantitative and qualitative perspectives, and forges new directions in leadership research, practice, and education.

While political scientists and political theorists have long been interested in social and political performance, and theatre and performance researchers have often focused on the political dimensions of the live arts, the interdisciplinary nature of this labor has typically been assumed rather than rigorously explored. This volume brings together leading scholars in the fields of Politics and Performance--drawing on experts across the fields of literature, law,anthropology, sociology, psychology, and media and communiction, as well as politics and theatre and performance--to map out and deepen the evolving interdisciplinary engagement. Organized into seven thematic sections, the volume investigates the relationship between politics and performance to show thatcertain features of political transactions shared by performances are fundamental to both disciplines--and that to a large extent they also share a common communicational base and language.

Political executives have been at the centre of public and scholarly attention long before the inception of modern political science. In the contemporary world, political executives have come to dominate the political stage in many democratic and autocratic regimes. The Oxford Handbook of Political Executives marks the definitive reference work in this field. Edited and written by a team of word-class scholars, it combines substantive stocktaking with setting new agendas for the next generation of political executive research.

Building on recent theories of interactive governance and political leadership, Interactive Political Leadership develops a concept of interactive political leadership and a theoretical framework for studying the role of elected politicians in the age of governance. The purpose of the theoretical framework is to inspire and guide empirical research into how elected politicians perform political leadership in a society where citizens and other stakeholders play an active role in making and implementing political decisions and what barriers, challenges, and dilemmas they encounter in relation to the performance of interactive political leadership. The research framework draws extensively on recent theories of interactive governance and political leadership and other new developments in political science and public administration research. Moreover, it finds inspiration in current tendencies and embryonic examples of interactive political leadership performed by elected politicians operating at different levels of governance in Western liberal democracies. The basic assumption is that political legitimacy is essential for the survival of a political system, and that interactive political leadership stands out as a promising way of securing what political scientists denote as input-, throughput-, output-, and outcome legitimacy in the age of governance. Hence, interactive political leadership aims to establish a bridge between representative democracy and emergent forms of political participation, to promote political learning and accountability, to strengthen the political entrepreneurship of elected politicians, and to advance the political system's implementation capacity through resource mobilization. The book develops 20 propositions that sets the agenda for a new and much needed field of empirical research into political leadership in the age of governance.

This textbook provides a systematic and up-to-date introduction to political, public service and civic leadership. Drawing on a wide range of examples from across the Western world, it elegantly unpacks the dilemmas and complexities that leaders inevitably face, therefore clearly illustrating the distinctive character of public leadership. Written by one of the most respected figures in the field internationally, this text offers an erudite perspective on leadership that avoids superimposing business strategies onto public institutions. With emphasis on both established approaches and cutting-edge research – including his own – the author provides an intellectually sophisticated but accessible assessment of the nature, limitations and potential of public leadership in the twenty-first century. Packed with fascinating insights, questions, ideas and examples throughout, the text is the ideal theoretical and practical guide to public leadership. Engaging and thought-provoking, it is clear to see why this state-of-the-art textbook has become essential reading for students, academics and practitioners alike.

This title brings together a collection of comprehensive, state-of-the-science reviews and perspectives on the most pressing historical and contemporary leadership issues - with a particular focus on theory and research - and looks to the future of the field.

From one of the world's preeminent political historians, a magisterial study of political leadership around the world from the advent of parliamentary democracy to the age of Obama. All too frequently, leadership is reduced to a simple dichotomy: the strong versus the weak. Yet, there are myriad ways to exercise effective political leadership -- as well as different ways to fail. We blame our leaders for economic downfalls and praise them for vital social reforms, but rarely do we question what makes some leaders successful while others falter. In this magisterial and wide-ranging survey of political leadership over the past hundred years, renowned Oxford politics professor Archie Brown challenges the widespread belief that strong leaders -- meaning those who dominate their colleagues and the policy-making process -- are the most successful and admirable. In reality, only a minority of political leaders will truly make a lasting difference. Though we tend to dismiss more collegial styles of leadership as weak, it is often the most cooperative leaders who have the greatest impact. Drawing on extensive research and decades of political analysis and experience, Brown illuminates the achievements, failures and foibles of a broad array of twentieth century politicians. Whether speaking of redefining leaders like Franklin Delano Roosevelt, Lyndon Johnson, and Margaret Thatcher, who expanded the limits of what was politically possible during their time in power, or the even rarer transformational leaders who played a decisive role in bringing about systemic change -- Charles de Gaulle, Mikhail Gorbachev and Nelson Mandela, among them -- Brown challenges our commonly held beliefs about political efficacy and strength. Overturning many of our assumptions about the twentieth century's most important figures, Brown's conclusions are both original and enlightening. The Myth of the Strong Leader compels us to reassess the leaders who have shaped our world - and to reconsider how we should choose and evaluate those who will lead us into the future.