Reflections on the European elections

The European elections campaign and the results were the subject of much instant analysis, which at the time reflected the immediate impact of the event. Our concern here will be to examine how far these impressions now seem correct. Of course, at this very early stage in the first legislature, it can only be a provisional analysis. Even so, some modification of the more extreme initial reactions would appear to be required.     

Reflections on Leadership: An Interview with Sean O'Keefe

This interview with Sean O'Keefe by PAR Associate Editor W. Henry Lambright is a departure from traditional Administrative Profiles. It represents an opportunity to elicit from a man who has held executive positions in government, industry, and the university lessons he has learned about leadership from those experiences. It is his perspective, in his own words, about a host of questions of interest to scholars and practitioners of public administration. These include commonalities and differences in leading organizations in various sectors. O'Keefe discusses how executives can deal with people and get the most from them, how executives use administrative power in achieving organizational goals, and why executives sometimes make the wrong calls in key decisions. He comments on what he learned about leadership from mentors during his formative years. He explains the limits he faced in making controversial decisions, such as his termination of a Hubble Space Telescope servicing mission.     

Communicating the Vision: How Face‐to‐Face Dialogue Facilitates Transformational Leadership

For public managers facing political and structural constraints, transformational leadership promises to meaningfully improve outcomes by communicating an inspiring vision of the organization. But this promise rests to a great degree on the communication skills and behaviors of the leader. A better understanding of how transformational leadership functions in organizations therefore requires a deeper application of theory from the field of communications. This article explores the question of what communication behaviors facilitate transformational leadership. A media richness framework is applied to propose that transformational leaders will be most effective when employing a face‐to‐face dialogue approach to communication. Using a multisource longitudinal research design, the authors find support for this proposition in an empirical test of 256 Danish tax units, lower and upper secondary schools, child care centers, and bank branches. The findings also show that size matters, with diminishing effectiveness of face‐to‐face dialogue in larger organizations.     

Reflections on Elections: Scot‐Nat Fizz,Lib‐Dem Dregs

Alec Salmond's SNP, old politics and fingertips, won a landslide. The Lib Dems, free to confine the Tory plurality, chose the wooden spoon of office.     

Political leadership and European integration: The case of Jacques Delors

European Community politics created new opportunities for political leadership. Leadership of the integration process was provided first and foremost by national political leaders, with the EC's supranational institution — the Commission — playing a supporting role. Jacques Delors was the first Commission president (1985–1995) significantly to redefine his role, and consequently to create a model for European, supranational political leadership. Analysing Jacques Delors’ discourse provides us with a methodological tool for understanding how he politicised the leadership role of the Commission, and to what effect.     

Reflections on the first twenty-five years of the "European Journal of Political Research"

European Journal of Political Research -     

Accountability and Leadership in Twenty‐First Century Whitehall

In July 2013 the UK's coalition government published “The Civil Service Reform Plan – One Year on”, reporting on progress against minister Frances Maude's objectives to shake up the civil service. This followed various reported disagreements between ministers and civil servants over policy implementation, and a research report commissioned by the government from think tank IPPR into lessons from overseas for civil service reform. This trio of short articles reviews the government's proposals from three perspectives: that of the lead author of the IPPR report, a former senior civil servant, and the chair of the House of Commons Public Administration Committee (PASC) which oversees the civil service. The authors take differing views on the proposals, which include introduction of ‘extended ministerial offices’, and greater control by ministers over choosing their civil servants. Should these be seen as useful next steps, worrying developments, and/or large and important enough to merit a Commission on the civil service, as PASC has suggested?     

A Wider Range of Friends: Multi‐speed Organising during the 2015 Labour Leadership Contest

The British Labour party's recent adoption of a partially open primary for the selection of its leader conforms to a trend seen across many European political parties of increasing rights and privileges in internal party decision‐making and expanding opportunities for more loosely affiliated supporters to participate in party activity. This dual trend can be seen as a response to changes in the membership environment, greater individualisation of political participation and growth in social movement politics and online activism. Yet as much as parties are responding to a changed membership environment, they are also driving that change, increasingly blurring the distinction between members and supporters. This article examines the recent impact of this change within the British Labour party and argues that, in line with Susan Scarrow's theory of ‘multi‐speed’ membership, the Labour party's experiment in expanding affiliation options has led directly to a tension in locating the source of authority within the party, creating a challenge for its new leader in accommodating his new supporters within his party's representative traditions.     

Preventing the Use of Deadly Force: The Relationship between Police Agency Policies and Rates of Officer‐Involved Gun Deaths

Killings of civilians by police officers have become a matter of intense public concern in the United States. High‐profile deaths, especially those of black citizens, have caused outrage and sparked the Black Lives Matter movement with calls for dramatic changes in how police agencies operate. However, little systematic research exists to answer questions about which policies should be ended or put in place to reduce these deaths. The authors leverage a large data set of gun deaths by police officers in the United States, combined with agency‐level policy data and community demographic data, to examine whether certain policies are associated with lower or higher rates of officer‐involved gun deaths. Findings show that one policy—the requirement that officers file a report when they point their guns at people but do not fire—is associated with significantly lower rates of gun deaths.