Explaining the Forced Exit of Charles Kennedy: Pushing the Public–Private Boundary

The demise of Charles Kennedy as leader of the Liberal Democrats (1999–2006) has generally been understood as an unfortunate consequence of Kennedy's struggle with alcohol dependency. Others have suggested that Kennedy was removed because he proved a poor party leader. In contrast, this article argues that the alcohol issue was of key importance, yet that this factor overlapped with the wider depletion of Kennedy's leadership credibility. It is also suggested that Kennedy's removal was in part a consequence of the continued erosion of the boundaries between public and private life in British politics.     

‘Cometh the Hour,Cometh the Dave’: How Far is the Conservative Party's Revival All Down to David Cameron?

While one can overstate the extent to which the Conservative party has changed since 2005, especially in the light of its response to the recession, the upturn in its electoral prospects is undeniable. Not surprisingly, the Conservative leader, David Cameron, is widely credited with turning around his party's fortunes. In fact, he started with several advantages over his predecessors: New Labour was well past its prime; the economy was running into trouble; and an increasingly desperate Conservative party was more willing to listen to the message that it needed to modernise and moderate. That said, Cameron has been crucial. His communication skills are unparalleled. Early success bought him time and 'permission to be heard'. Most important though, has been his determination-despite media criticism-to stick with a staged strategy focused on conveying change and a move to the centre ground while at the same time reassuring and dividing the Tory right.     

Michael Howard: The First Jewish Prime Minister?

Initially, Michael Howard seemed the saviour of the divided and disheartened Conservative party, reuniting it in the hope of victory at the next general election. Initially, also, he seemed a match for his fellow barrister, Tony Blair. Though successful at winning over Tory MPs, he was much less effective in relation to all those ex-Tory voters who deserted the party in 1997 and 2001. This failure was confirmed after less than nine months of his leadership, when his party polled poorly at the European elections of June 2004 (where a large slice of the anti-European vote went to UKIP) and came an ignominious third in the Parliamentary by-elections of July 2004. These results, combined with Howard's lacklustre response to the Butler Report, sapped Howard's personal ratings and reopened civil war within the Conservative party.     

Big expectations, small outcomes: The impact of leaders' personal appeal in the 2004 Greek election

The 2004 Greek election provides an interesting case study for examining the impact of party leaders on the vote. A change in governing party leadership a few months before polling day had two important implications. First, it generated a highly favourable context for the emergence of decisive leadership effects. Second, it made it feasible to grasp empirically how voters form their evaluations of new leaders. Regarding the first question, the findings indicate that even in the most favourable environment the impact of leadership evaluations on the overall electoral outcome is only slight. Regarding the second, it seems that the change of leader at the start of an election campaign can be a mixed blessing. Whereas it can help a party to divert media and public focus from other less favourable issues, the party pays a corresponding price when its new leader has to learn the job in the full glare of an election campaign.     

The Morphology of the Labour Party's One Nation Narrative: Story,Plot and Authorship

By applying narrative theory to the party political texts emerging within the UK Labour Party after 2010, which make up the corpus of One Nation discourse, we can grasp the underlying significance of this ideational revision of Labour Party and leftist thought. Through an identification and analysis of the sequence of texts and their constitution as a “story” that interpolates an underlying “plot,” we can see how a revision of Labour's “tale” offers to leadership a new party discourse appropriate to it, mediating—if not reconciling—the problematic duality of narrative authorship by both party and leader.     

Weak and Ineffective? Reassessing the Party Political Leadership of John Major

Interpretations on the party political leadership of John Major are dominated by perceptions of weakness and ineffectiveness. This article examines his party political leadership by considering the relationship between, first, his political ambitions, and, second, his style of political leadership. When evaluating the political ambitions of Major, the article will demonstrate that he was ideologically agnostic and a political pragmatist. When examining his party political leadership style, the article will demonstrate, via an examination of his management of the European policy divide and his Cabinet management, that he was politically indecisive and an avoider of political confrontation. The article concludes, however, that perceptions of his weakness and ineffectiveness should be contextualised due to the following two factors: first, the constraints of inheriting an ideologically divided parliamentary Conservative party; and, second, the contrasting circumstances that ensured that his predecessor and successor appeared strong and effective, which have magnified perceptions of his weakness and ineffectiveness.     

UK Labour and the EU Single Market: ‘Social Europe’ or ‘Capitalist Club’?

This article looks at the UK Labour Party’s view of the EU single market over the last four decades, focussing on three case study periods when this issue was particularly salient: first, the time of the single market’s introduction under Neil Kinnock’s leadership; second, the A8 accession with Tony Blair as Labour Prime Minister; and third, between the 2016 European referendum and 2019 general election during Jeremy Corbyn’s time as party leader. This historical narrative uses the theoretical approach of Harvard economist Dani Rodrik—of a ‘trilemma’ faced by national policy makers in response to globalisation—as a lens to describe a clear arc in Labour’s policy towards the single market across the three case studies. A position of initial scepticism moved to support under Kinnock’s leadership, and then active encouragement under Blair, before coming back again under Corbyn to uncomfortable non-commitment. This arc directly correlates with the ebb and flow of the party’s overall economic approach—first the Keynesian, national Alternative Economic Strategy at the time of the party’s 1983 general election defeat; then, the deviation under Blair to a policy that actively encouraged cross-border market liberalisation; and finally the return to an Alternative Economic Strategy-style approach under Corbyn.     

Labour and the Scottish National Party: the Triumph of Continuity in a Changing Scotland

Scotland's party system appears on the verge of major change with the Scottish National Party poised to supplant the Labour party as the dominant force. Under a charismatic leader, the SNP is using populist means to try and secure independence. However, real change appears elusive even if constitutional arrangements are altered further. The SNP distrusts democratic participation and is keen to rule through mobilised interests groups and the civil‐service, strengthening the corporatist style of government characterising Scotland for centuries. Labour might avoid long‐term marginalisation, if it was to embrace an agenda based on strong democratic citizenship and a broad nationalism which emphasises a continuing Union in which the benefits of devolution are clearly directed towards individual citizens as well as elite groups     

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.     

A Strategic Left? Starmerism,Pluralism and the Soft Left

This article places the Labour Party’s present post‐Corbyn renewal in the context of previous periods of renewal in the party’s recent history, associating with the new leadership of Keir Starmer a potential to rediscover the strategic project of the pluralist soft left as an alternative to the programmatic character of the hard left. After assessing the Corbynist hegemony established in the Labour Party between 2015 and 2019, it considers the current absence of any clearly defined set of principles or values underpinning ‘Starmerism’. It then looks back to the Kinnockite ascendency in the 1980s, and the Blairite ascendency in the 1990s, as possible templates for how the party reassesses its positioning with reference to changing electoral, social and economic circumstances. A critique of Corbynism’s left populism culminates in a consideration of the possible grounds for a new pluralist agenda attuned to the policy and electoral challenges Labour faces today.     

The British Labour Party and leadership election mandate(s) of Jeremy Corbyn: patterns of opinion and opposition within the parliamentary Labour Party

This paper offers the first systematic evaluation of opinion within the 2015–2017 parliamentary Labour Party (PLP) towards the leadership of Jeremy Corbyn. We do this by identifying whether individual parliamentarians remained supportive of Corbyn as their party leader or not, and then relating opinion on this to a series of variables that form the basis of a unique data set on the PLP. By constructing this data set we are able to test, via logistic regression analysis, a series of hypotheses based around (1) demographic variables – i.e. age, gender and trade union membership; (2) political variables – i.e. year of entry, constituency region, marginality, main competition and the endorsement of their constituency Labour Party (CLP) in the leadership election of 2016 and (3) ideological variables – i.e. views on continued European Union [EU] membership, immigration, intervention in Syria and the renewal of Trident.     

The ‘Othering’ of ‘Red Ed’, or How the Daily Mail ‘Framed’ the British Labour Leader

This article takes as its starting point the attack on the late Ralph Miliband, the left‐wing intellectual and father of the current Labour leader Ed Miliband, by the Daily Mail in late 2013. It argues that this attack was a response by the Mail to its failed campaign to dub the Labour leader ‘Red Ed’. The article demonstrates that ever since Miliband won the Labour leadership in 2009, the Mail has sought to ‘other’ him by presenting him as ‘alien’—this by constant references to his Jewish background, his upbringing in a wealthy North London intellectual milieu, his supposed extreme left‐wing views and his ineffable ‘oddness’—at least, an oddness as characterised by the newspaper. The paper will conclude by asking why the Daily Mail's ‘Red Ed’ moniker failed to catch on, while noting that their ‘Odd Ed’ moniker seems to have had more resonance.     

New Labour

Abstract

This paper examines the use made by political parties of branding, as a means of establishing party values and winning political support. It looks in particular at the way in which political parties use communication to create, build and maintain political brands.

The paper involves an examination of the recent history of the British Labour Party. After a long period in the political wilderness, the party re-branded itself as “New Labour” in the mid-1990s, and-as New Labour-swept to power in a landslide election victory in 1997, under their new leader, Tony Blair.

Using media coverage and material written by some of the architects of New Labour, the paper will describe the creation of the “New Labour” brand, and look at how it was developed and used to generate political support. The paper will also consider the evolution and development of the brand, as the substance underlying the stated brand values has come to be questioned, not least by so-called “Old Labour” supporters of the party.

The paper will draw conclusions regarding the successful management of a political brand, pointing in particular at the need to ensure that the performance of a party espousing a particular brand supports and reinforces communicated brand values and the brand itself.     

The Erosion of Party Politics in Britain

This article looks at the erosion of democratic practice enacted by "New" Labour in Britain under the leadership of Tony Blair. Building on the internal reforms of the 1980s, the process of Labour Party "modernization" has created an exclusive, top-down managerial style of leadership. This type of party leadership and management has far-reaching implications for British politics more generally, not least the role of political parties. The current crisis of the Conservatives and the destruction of representative democracy within the Labour Party pose serious questions regarding the medium-term future of parties as voluntary membership organizations. These changes are placed in the context of a possible longer-term transformation of British political structures in order to exchange the long-established administration of the Conservative Party for a new type of governmental machinery. The aim is not a new "traditional" party of government, but a partyless formation built around a dominant central presidential figure and his office—a change which necessitates abolishing the Labour Party and social democracy as they currently exist. It is argued that this anticipated remedy to a protracted crisis of the British state accords closely to the requirements of neoliberal economic management, while drawing upon developments in the wider global environment. However, if this is to succeed, Blair's "modernizing" tendency needs to be able to articulate a coherent ideology that strikes a popular chord. Thus far, Blair's managerial approach to politics may have scored a few points against the old party ideologies, but it has also undermined attempts to promote an alternative ideology—even one of a "partyless" nature.     

Selecting the party leader in Britain

Abstract. Unlike most European countries, party leadership roles in Britain are largely concentrated into the hands of one person. The pattern was established in the nineteenth century, when the posts of Prime Minister and party leader were intertwined, and has been maintained by the modern parties. Each of the main British parties has changed its method of selecting its leader in the last thirty years and between them the parties use, or have used relatively recently, the four basic methods of selection—by the party elite, by parliamentarians, by activists and by party members. The broad trend has been for the parties to make their procedures more open and participatory. While this pattern has reflected the 'spirit of the age' the major reasons for the change have been political considerations. The Conservatives changed from selection by party elites to selection by MPs in an attempt to modernise their image. Labour adopted an electoral college as a result of power struggles between left and right in the party. The Liberals eventually accepted that it was not sensible for their leader to be selected by just a dozen or less MPs (and the Social Democrats and Liberal Democrats duly followed this logic). Despite the adoption of more open procedures the selectorates are still relatively small (with only the Liberal Democrats involving all members), while control over the process of nomination remains firmly in the hands of the MPs. One consequence of this is that British party leaders have been characterised, above all, by the extent of their parliamentary experience. Within that characteristic, however, the detailed rules of the different selection procedures have been crucial in determining which particular parliamentarians would emerge.     

Do voters reward rebellion? The electoral accountability of MPs in Britain

To hold their Members of Parliament individually accountable for their legislative behaviour, British voters would need to base their decision to vote for an MP at least partially on the extent to which the MP's legislative voting behaviour deviated from that of the MP's party leadership. Voters should evaluate this deviation contingent on their views of the party leadership. MP rebellion can signal that voter–MP congruence is greater than that of the voter and the MP's party leadership. In this article it is found that only constituents with negative attitudes toward the Labour government reward rebellious Labour MPs, albeit to a limited extent. A similar conditional association is not observed on a single issue: Iraq. The policy accountability of MPs is relatively weak and general rather than issue‐specific.     

Mis-marketing the Conservatives: The Limitations of Style over Substance

Every Tory leader since 1997 has made significant attempts to use marketing; the most recent, Michael Howard, appointed the first ever UK party Marketing Director to head a specialised Marketing Department. However, whilst the Conservatives have made use of the tools of marketing (polling, focus groups, public listening exercises, communication) they have misunderstood the concept of political marketing, which is concerned with creating a unified political product that is responsive to voter demands. Political marketing has hitherto not worked for the Conservative party. This is because there is a lack of a supportive internal culture that accepts the party change necessary to produce a market-orientated political product including policy, leadership and candidates. If political marketing is only used to sell a product that the party elite rather than the British public wants, it will never help the Conservatives regain control of government.     

Scotland Out the Union? The Rise and Rise of the Nationalist Agenda

The election of the Scottish National party as a majority government in 2011 is as challenging to the British state as it was unexpected. While explanations for SNP success focused on Labour's faulty campaign and poor leadership, the last half‐century has seen the rise and rise of the nationalist agenda in Scotland. Scotland's politics are now more different from England's than at any time since the 1950s. The Scottish parliament is the effect of that change rather than its cause, while party competition between Labour and the SNP north of the border has shifted political gravity centre‐left in contrast with England. It is not inevitable, however, that Scots would vote for Independence in a referendum. Nevertheless, Scotland is a more semi‐detached country than at any point in the history of the Union, and the future of the British state, at least in its present form, cannot be taken for granted.     

Some Lessons of the SDP for Labour's Present Predicament

Jeremy Corbyn's election and re‐election as Labour leader, together with the emergence of a new Conservative Prime Minister committed to Brexit, has led to renewed speculation about the possibility of a new party appealing to the ‘politically homeless’ in the centre and centre‐left of British politics. This article draws lessons from the SDP experience in the early 1980s. Are the structural conditions more favourable to the progressive centre‐left now than they were then? Is there the sociological, electoral and ideological space for a new party? Does first past the post remain an insuperable barrier to an electoral breakthrough? From whom and in what circumstances might the leadership for a new party come? For all the depth of Labour's current problems, a new party seems an unlikely immediate prospect. In 1981, the SDP made a major miscalculation about the irreversibility of Labour's decline. However, the process of fragmentation in British politics seems set to continue.     

The Free Economy and the Schizophrenic State: Ideology and the Conservatives

This article focuses on Michael Howard's ideas to illustrate ideological developments within the Conservative party. It recognises that the ideas of a democratic organisation cannot be represented by the thoughts of a single individual, but Howard provides useful insights. He won the leadership unopposed in November 2003 partly because he seemed likely to perform well in debates with Tony Blair, but also because he offered the prospect of policy reform on a range of issues without a radical departure from the Thatcher legacy.
Soon after becoming leader Howard issued an unusually detailed statement of his beliefs. This showed him to be a convinced economic liberal, whose thinking has been heavily influenced by America. The main departure from Thatcherism is that he is even more antipathetic towards the state. This is difficult to reconcile with his support for UK 'sovereignty' within the EU, his hard line on law and order issues, and his insistence that there are no plans to privatise the NHS. It is unlikely to provide a platform for a significant Tory recovery.