Local political leaders and context awareness: identifying perceptions of autonomy and efficacy

Leadership theories fail to explain how leaders acquire and interpret context. This article claims that political leadership styles articulate a choice of action that results from the leader's discerned possibilities to act. In order to explore these interpreted contextual determinants of leadership styles and the degree to which “possibility” has an influence over them, our research used a multiple case study design, with extensive interviews. Focusing on context awareness as a way of unveiling style determinants, I claim that it will produce different effects on leadership styles as a consequence of the leader's sense of autonomy and of political efficacy.     

Leader's spiritual intelligence and religiousness: Skills,factors affecting,and their effects on performance (a qualitative study by grounded theory)

Spiritual intelligence has received increasing quantitative research interest, while there is still no attention regarding to investigate spiritual intelligence with applying qualitative methods, especially grounded theory design. This study aimed to detect the skills, affecting factors, and the effects of spiritual intelligence and religiousness on performance. The qualitative analysis of the data collected through the in‐depth interview of the participants after encoding and classification, and the continuous comparison of the data by encoding and data by axes, resulted in these data can be coded in three axes: leader's spiritual intelligence skills, factors that affect leader's spiritual intelligence, and the effects of leader's spiritual intelligence on performance. The results revealed that there are five skills of leader's spiritual intelligence: work‐life balance skill, consists of (5) sub‐skills, leadership transcendence skill includes (6) sub‐skills, leadership meaning and purpose production skill includes (4) sub‐skills, leadership mindfulness skill consists of (9) sub‐skills, and the fifth skill is leadership virtue behavior includes (8) sub‐skills. And also, the results indicated that there are many factors that impact the leader's spiritual intelligence, were classified into three objects: personal (three factors), social and family (two factors), and work factors (4 factors). All participants were agreed unanimously that the leader's spiritual intelligence and religiousness are determined and affect the performance of the leader and his subordinates, these were classified into two objects: The first object is a leader's work‐performance, consisting of (16) indicators, and the second object is a workers performance includes (12) indicators. In light of these results, the study recommended the necessity of developing leaders' awareness of the importance of passion of spiritual intelligence skill and their impacts on performance. Thus, these findings shed new light on the importance of developing leaders' spiritual intelligence skills to resolve leadership problems, and increasing productivity, creativity, and well‐being among leaders and workers in Arab World.     

Tell Me Who Is Your Leader,and I Will Tell You Who You Are: Foreign Leaders’ Perceived Personality and Public Attitudes toward Their Countries and Citizenry

The increasing visibility of prominent political leaders in news media is well documented in political science literature. The main concern that has been raised in this connection is that the complexity of political processes is being reduced to achievements and standpoints of individual politicians, and the importance of rational opinion building is discounted. The results of the current study provide the first empirical evidence to account for the misgivings about emotional effects of personalized political information on media audiences. Using data from an online experiment, this study shows that news coverage regarding behaviors and personal characteristics of a foreign leader influences (a) evaluations of personal characteristics typical of his or her nation's citizens and (b) emotional perceptions of that leader's country (sentiment and respect). This effect is shown to reflect a psychological phenomenon whereby people project their emotions and perceptions regarding a leader's personal characteristics onto his or her country and people.     

Agency Leaders, Gendered Institutions, and Representative Bureaucracy

This study examines three central questions: Do women state agency heads establish priorities that advance women's interests more frequently than men agency heads? Among state agency heads with women‐related top priorities, are there systematic differences between women and men in the influences on their priority choices? Do the organizational and political contexts in which agency leaders work explain variation in policy priorities? Analysis of data from a national survey of women and men department heads reveals that working in a redistributive agency affects whether a leader pursues a women‐centered policy agenda, regardless of the leader's gender, other personal characteristics, or reported influences on priority choice. The authors conclude that the way representative bureaucracy actually plays out can be more fully understood if the tenets of social science theory on gendered institutions are incorporated into analyses of how representative bureaucracy works.     

In Capable Hands: An Experimental Study of the Effects of Competence and Consistency on Leadership Approval

Current research demonstrates that instances where leaders’ promises and actions are inconsistent leads to lower public approval and support. While there are exceptions to this trend there is no cohesive framework to address this issue. We introduce a conceptualization where public reactions to a leader’s inconsistency is placed in a broader context of public perception of the leader’s overall competency. We claim the public evaluation of the leader is dependent on her competency. And while inconsistency of a particular act can negatively affect public evaluations of the leader, the extent of that effect is conditioned by leaders’ competency. To test this perspective we experimentally manipulate both the competency of the leader as well as her consistency in following up on her promises. Furthermore, we expand the context of inconsistency to include both international and domestic domains. We find both leaders’ competency and inconsistency matter in public approval. Our findings hold across policy domains and levels of issue salience.     

State Visits and Leader Survival

Why do political leaders travel abroad? In this article, we propose an informational mechanism linking in‐person diplomacy to leader survival. A foreign power visits an incumbent in order to reap a future policy concession; the visit is only worth the effort if the incumbent remains in power long enough to deliver on the deal. A diplomatic visit thus provides a visible and credible signal of the visitor's high confidence in the incumbent's stability in office. Domestic opponents, facing incomplete information as to the incumbent's strength, observe the signal and are deterred from mounting a challenge. Using data on U.S. diplomatic visits from 1960 to 2013, we find strong empirical support for our predictions: A visit with the U.S. president substantially reduces the risk of a leader's removal from office.     

Backing Out or Backing In? Commitment and Consistency in Audience Costs Theory

Audience costs theory posits that domestic publics punish leaders for making an external threat and then backing down. One key mechanism driving this punishment involves the value the public places on consistency between their leaders’ statements and actions. If true, this mechanism should operate not only when leaders fail to implement threats, but also when they fail to honor promises to stay out of a conflict. We use a survey experiment to examine domestic responses to the president's decision to “back down” from public threats and “back into” foreign conflicts. We find the president loses support in both cases, but suffers more for “backing out” than “backing in.” These differential consequences are partially explained by asymmetries in the public's treatment of new information. Our findings strongly suggest that concerns over consistency undergird audience costs theory and that punishment for inconsistency will be incurred, regardless of the leader's initial policy course.     

Helen Holt: A Centenarian's Reflections on a Lifetime of Public Service

Women have made great strides in the past 100 years. As the iconic cigarette commercial told us almost 50 years ago, “You've come a long way, baby!” Yet women are still underrepresented in the highest leadership ranks, including state and federal office. Before being asked to “lean in” or share valuable insights, a small group of very capable women were leaders long before those two words were seen in the same sentence. One such remarkable woman, Helen Holt, was a “servant‐leader” throughout her illustrious and inspiring career as a member of West Virginia's House of Delegates, then as secretary of state (1957–58), and later as a presidential appointee charged with developing the nation's nursing home system. Holt's work in state and federal government, her appointment by seven U.S. presidents to develop and implement the national nursing home program that is still in use today, and her leadership in civic and nonprofit organizations have made her an inspiration to countless women and men.     

Helping Friends or Influencing Foes: Electoral and Policy Effects of Campaign Finance Contributions

Campaign finance contributions may influence policy by affecting elections or influencing the choices of politicians once in office. To study the trade‐offs between these two paths to influence, we use a game in which contributions may affect electoral outcomes and signal policy‐relevant information to politicians. In the model, a campaign donor and two politicians each possess private information correlated with a policy‐relevant state of the world. The donor may allocate his or her budget to either an ally candidate who has relatively similar preferences or a moderate candidate whose preferences are relatively divergent from the donor's preferred policy. Contributions that increase the likelihood of the moderate being elected can signal good news about the donor's preferred policy and influence the moderate's policy choice. However, when the electoral effect of contributions is too small to demand sufficiently high costs to deter imitation by groups with negative information, this informational effect breaks down.     

Inequality in symbolism: Cultural barriers to female candidates in political advertising

Abstract

More women are successfully running for U.S. political offices. However, further advances may be limited by women's inability to symbolically portray themselves as effective leaders in political media. We see the dilemma most clearly in political ads for female candidates. These texts juxtapose in the viewer's mind the legacy of women's images in advertising — homemaker, mother, sex object — with the ideal of male‐dominated political leadership. In our culture we still identify the male as political and public‐minded and the female as involved in private concerns.

A feminist semiotic reading and comparison of political ads from a Maryland Senate race between two women (Linda Chavez and Barbara Mikulski) and one from George Bush (as an example of a male standard) illustrate the difficulty women face as candidates in portraying themselves as effective leaders. Bush's ad shows the ease with which men can be portrayed as symbolic Father ready to lead the country. Chavez uses her ads to establish her relationship to patriarchy; she will be a leader defined by maintenance of her roles as wife, mother, and daughter. Chavez's opponent, Mikulski, chooses a potentially riskier strategy and “breaks the rules” in seeking a new way to portray women in some of her ads. Mikulski creates a new kind of symbolic space for women that draws on the power of maternal relationships; she will be a leader who follows the example of her brave great‐grandmother. The develoment and acceptance of more powerful symbols for female candidates, such as motherhood, means a greater possibility for women's electoral victories and increased diversity in politics.     

Policy innovation in local jurisdictions: Testing for neighborhood influence in school choice policies

Before making difficult decisions, individuals tend to collect information on decision makers in reference groups. With respect to policy innovations in a decentralized public sector, this may give rise to positive neighborhood influence on adoption decisions. In this paper, U.S. school district data are used to show that decision makers indeed are heavily affected by decision makers in reference groups. The policy innovation under consideration is inter-district public school choice. The results suggest that if a given district's neighbors' expected benefits from adopting school choice policies increase, this substantially increases the original district's probability of adoption. The paper thus supports the view that the diffusion of policy innovations is stimulated by horizontal interaction among local governments.     

Zone of Acceptance under Performance Measurement: Does Performance Information Affect Employee Acceptance of Management Authority?

Public sector employees have traditionally enjoyed substantial influence and bargaining power in organizational decision making, but few studies have investigated the formation of employee acceptance of management authority. Drawing on the “romance of leadership” perspective, the authors argue that performance information shapes employee attributions of leader quality and perceptions of a need for change in ways that affect their acceptance of management authority, conceptualized using Simon's notion of a “zone of acceptance.” A survey experiment was conducted among 1,740 teachers, randomly assigning true performance information about each respondent's own school. When employees were exposed to signals showing low or high performance, their acceptance of management authority increased, whereas average performance signals reduced employee acceptance of management authority. The findings suggest that performance measurement can alter public sector authority relations and have implications regarding how public managers can use performance information strategically to gain acceptance of management authority and organizational change.     

Letting the good times roll: A theory of voter inference and experimental evidence

This paper examines inference and attribution in a simple and ubiquitous strategic situation: a voter is faced with discerning whether a leader worked on his or her behalf after observing an informative, but noisy signal about the leader's performance. We characterize perfect Bayesian equilibria, quantal response equilibria (QRE), and provide a simple model of a heuristic-based approach, referred to as strategic naivete, within a wide class of such environments. We also discuss experiments conducted to examine human behavior within such an environment. While it is clear that the observed behavior is inconsistent with perfect Bayesian equilibrium, distinguishing between QRE and strategic naivete will require further work. We conclude with a discussion of the broader implications of probabilistic and/or heuristic-based attribution processes for electoral politics and political economy.     

A Strategic Theory of Bureaucratic Redundancy

Do redundant bureaucratic arrangements represent wasteful duplication or a hedge against political uncertainty? Previous attempts at addressing this question have treated agency actions as exogenous, thus avoiding strategic issues such as collective action problems or competition. I develop a game‐theoretic model of bureaucratic policy making in which a political principal chooses the number of agents to handle a given task. Importantly, agents have policy preferences that may be opposed to the principal's, and furthermore may choose their policy or effort levels. Among the results are that redundancy can help a principal achieve her policy goals when her preferences are not aligned with the agents'. But redundancy is less helpful if even a single agent has preferences relatively close to the principal's. In this environment collective action problems may cause multiple agents to be less effective than a single agent. Redundancy can also be unnecessary to the principal if the agent's jurisdiction can be terminated.     

Digital Government: A Primer and Professional Perspectives

Digital technology is a critical enabler of public administration reforms. It can improve the efficiency and productivity of government agencies and allow citizens to transact with government anytime, anywhere. It can also deepen the democratic process, empowering citizens to participate in policy formulation. In this article Andrew Botros, the director of Expressive Engineering, and Maria Katsonis, from the Department of Premier and Cabinet (Victoria), explore the challenges of the digital world for the public sector. Katsonis presents a primer on digital government tracing its evolution from the e‐government movement of the 1990s to Government 2.0 in the 2000s to today's digital‐by‐default agenda. As technology and its role in public sector reform have progressed, so too have the governance, cultural, and leadership challenges deepened. Botros examines NSW approach to open innovation with the Premier's Innovation Initiative in NSW, the state's open data experience, and Transport for NSW and its management of public transport data. He argues NSW's approach involves a significant innovation trade‐off, requiring fresh thinking in digital‐era collaboration.     

The Puzzle of Presidential Leadership: Persuasion, Bargaining, and Policy Consistency

Political science can offer few theoretical generalizations about the exercise of presidential power. From one perspective, this is no disadvantage: there are few presidents, and presidential leadership so intrinsically involves the interplay of ideas and persuasive deliberation that success depends on personal traits and the fit of the president's ideas with the times. Striving for inductive generalizations in such a case would mistake rote scientific method for the pursuit of knowledge. Others argue, however, that the dearth of theoretical generalizations is a temporary weakness, remediable by shifting to a deductive approach. Deductive theorizing can claim insights in other areas once typified by historiographic methods, notably in studies of Congress, and formal models of legislation have been extended to generate hypotheses about transactions between president and Congress. I suggest that neither side of the dilemma offers a satisfactory and complete approach to the puzzle of presidential leadership; it then goes on to specify how the contributions from each side fit together. Rational choice models, based on bargaining as the mode of influence and the repeated game as the image of process, show how institutional structures can produce stable decisions where majority rule tends toward endless cycling. But the cost is that the resulting decisions are typically ad hoc and disjointed. Achieving consistent and coherent policy requires more subtle coordination of individual expectations than legislative organizations can manage, and it is this limitation of bargaining that establishes the potential for presidential leadership. Presidents can attempt to capitalize on this opportunity either by intervening as an additional (but situationally advantaged) bargainer, or by employing persuasion, the explicit appeal to collective goals rather than particularistic trades. I develop the distinction between bargaining and persuasion as alternative strategies of advocacy, and illustrate their use with examples from President Reagan's interactions with Congress over his key economic policy proposals.     

Policy‐Specific Information and Informal Agenda Power

In Gilligan and Krehbiel's models of procedural choice in legislatures, a committee exerts costly effort to acquire private information about an unknown state of the world. Subsequent work on expertise, delegation, and lobbying has largely followed this approach. In contrast, we develop a model of information as policy valence. We use our model to analyze a procedural choice game, focusing on the effect of transferability, i.e., the extent to which information acquired to implement one policy option can be used to implement a different policy option. We find that when information is transferable, as in Gilligan and Krehbiel's models, closed rules can induce committee specialization. However, when information is policy‐specific, open rules are actually superior for inducing specialization. The reason for this surprising result is that a committee lacking formal agenda power has a greater incentive to exercise informal agenda power by exerting costly effort to generate high‐valence legislation.     

Collective Leadership and Context in Public Administration: Bridging Public Leadership Research and Leadership Studies

This article challenges the view that public leadership research should maintain a separate perspective in the study of public leadership. It discusses the benefits of further embedding the public leadership research domain within leadership studies, constructing a cross‐fertilization that contributes to advance both. The article maps key concerns in relational leadership theories, contrasting them with current work in the public leadership research domain and offering suggestions to close the gap. It highlights public leadership scholarship's competitive advantage to contribute to theorizing about leadership, given the importance of context for building contemporary theories of relational leadership.     

Do Better Monitoring Institutions Increase Leadership Quality in Community Organizations? Evidence from Uganda

We offer a framework for analyzing the impact of monitoring—a commonly recommended solution to poor leadership—on the quality of democratically elected leaders in community organizations in low‐income countries. In our model, groups may face a trade‐off between leader ability and effort. If the group's ability to monitor the leader is low, then the leader may exert too little effort. A higher level of monitoring increases leader effort, raising the value of the public good. However, more intense monitoring may also drive higher‐ability members to opt out of candidacy, reducing public‐goods value. The result is an inverted U‐shaped relationship between the level of monitoring and the value of the public good. The trade‐off between leader effort and ability, however, only exists in the presence of sufficient private‐income opportunities. These predictions are assessed using original data gathered from Ugandan farmer associations.     

Kantei diplomacy? Japan's hybrid leadership in foreign and security policy

This article operationalizes Japanese leadership in foreign and security policy, specifically the Abe administrations’ consistent China balancing. It will do so to dispel instances of Premier-centered diplomacy and posit that Abe's diplomatic agenda has rested on a ‘hybrid’ policy-making authority, where the leverage enjoyed by the Prime Minister's office (the Kantei) rested on little-appreciated politicized personnel appointments and demotions within the bureaucratic apparatus, specifically the Ministry of Foreign Affairs. Moreover, successful Japanese leadership has functioned especially when operating within the scope of the US strategic framework towards East Asia. While structural constraints, such as the ever-present influence of the USA and bureaucratic coordination, may constrain options, effective leadership in foreign policy-making can indeed make a difference within those boundaries.