Deliberative democracy and the politics of traditional leadership in South Africa: A case of despotic domination or democratic deliberation?

A heated debate developed in South Africa as to the meaning of ‘deliberative democracy’. This debate is fanned by the claims of ‘traditional leaders’ that their ways of village-level deliberation and consensus-oriented decision-making are not only a superior process for the African continent as it evolves from pre-colonial tradition, but that it represents a form of democracy that is more authentic than the Western version. Proponents suggest that traditional ways of deliberation are making a come-back because imported Western models of democracy that focus on the state and state institutions miss the fact that in African societies state institutions are often seen as illegitimate or simply absent from people's daily lives. In other words, traditional leadership structures are more appropriate to African contexts than their Western rivals. Critics suggest that traditional leaders, far from being authentic democrats, are power-hungry patriarchs and authoritarians attempting to both re-invent their political, social and economic power (frequently acquired under colonial and apartheid rule) and re-assert their control over local-level resources at the expense of the larger community. In this view, the concept of deliberative democracy is being misused as a legitimating device for a politics of patriarchy and hierarchy, which is the opposite of the meaning of the term in the European and US sense. This article attempts to contextualise this debate and show how the efforts by traditional leaders to capture an intermediary position between rural populations and the state is fraught with conflicts and contradictions when it comes to forming a democratic state and society in post-apartheid South Africa.     

Injustice and outcomes: a comparative analysis of two major disputes

Abstract

Injustice is said to be the cornerstone of collective action, but why is it so important, and how does the way in which it is framed for mobilisation affect the outcomes? This paper compares two lengthy disputes in the Australian electricity industry which demonstrate that a sense of injustice and a history of successful industrial action do not guarantee that a dispute will be resolved to employees’ satisfaction when the wider context is unfavourable. Although leaders of both disputes expressed confidence in success predicated on the outcomes of previous industrial activity, there were specific factors within the industrial, economic and political context which provoked determined employer and government counter mobilisation leading to unsuccessful outcomes for the workers in dispute. The reasons for the poor outcomes are discussed within the context of the framing of the injustice by leaders and the effect of the response of a determined government.     

网络问政的政府回应逻辑：公开承诺压力与选择性回应——基于66个政府网站领导信箱的实验设计

立足我国制度环境与行政体制,建构了网络问政领导信箱回应运行理论框架,提出影响回应绩效五个影响因素,包括行政系统区域特点与领导者特质两个内部因素,外部因素包括政治压力、舆论压力及诉求压力三个维度。采用德尔菲法建构了领导信箱回应绩效指标体系,并采用实验设计搜集66个领导信箱网络问政回应的有效样本。实证结果显示：政治压力中的公开承诺程度对回应绩效有正向效应,诉求压力中的诉求类别对回应绩效有显著影响,政府回应存在“选择性回应”问题。为了进一步提升政府网站领导信箱的回应绩效,可以完善内部回应流程、公开对外服务承诺与建立自下而上回应性问责机制。     

新时代“工会坚持自觉接受党的领导”再探析

党的十八大以来,习近平同志反复强调：“中国共产党的领导是中国特色社会主义最本质的特 征。”“坚持党的领导”作为习近平新时代中国特色社会主义思想的重要内容之一,有着重要指导意义,为新 时代工运事业指明了方向。工会为什么要坚持党的领导,可以从理论、历史和现实三个视角加以考察分析;工 会怎样坚持党的领导,则需要辩证地处理好坚持党对工会的领导与工会独立自主地开展工作之间的关系,处理 好工会组织“公转”与“自转”的关系。     

企业民主管理：议题与进展——对国内研究文献的简要评述

企业民主管理制度作为我国企业领导体制中的重要组成部分,一直是个研究热点问题。特别是 改革开放以来,相关研究也越来越丰富复杂,其中最主要的研究议题可归结为四大类,即企业民主管理的理论 依据、企业民主管理的法律与政策研究、企业民主管理的制度逻辑与变迁、企业民主管理与企业治理的关系。 而每一议题内部都存在着较大的分歧和争论,但正是这种分歧和争论,使得企业民主管理的研究得以不断地细 化和深入。     

Anthony King: His Intellectual Legacy. Introduction

The Department of Government at Essex University provided a favourable environment for the development of Anthony King's work. While his primary interest was the UK, his intellectual interests were far broader in scope and informed by comparative insights. His key work was on political leadership, but he also made crucial contributions on other issues such as ungovernability. He had a particular concern with the quality of government, reflected in the Blunders book he wrote with Ivor Crewe.     

Credibility Enacted: Understanding the Meaning of Credible Political Leadership in the Dutch Parliamentary Election Campaign of 2010

In times of perception politics, the credibility of electoral candidates is a crucial asset in political marketing. This raises the question to which political leaders citizens attribute credibility and how political credibility is gained and lost through media performance. We analyze and compare two contrasting cases during the Dutch parliamentary election campaign of 2010. Whereas in this campaign Mark Rutte—leader of the liberal party VVD—gained credibility, the credibility of Job Cohen—at the time, leader of the social-democratic PvdA—waned substantially. To understand this we extend the source credibility approach with a dramaturgical approach, and as such we shed light on what happens in the dynamic, interactive process between leaders and audiences in which credibility is constructed.     

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.     

Administrative Styles in the OECD: Bureaucratic Policy-Making beyond Formal Rules

As we know from comparative public policy, bureaucracies contribute to a considerable degree to the contents and the ways of policy-making. One important driver of administrative policy-making are their specific “styles” or “cultures”. “Administrative styles” are understood here as the standard operating procedures and routines that characterize the behavior and activities of administrative bodies in initiating, drafting and implementing policy. In this article, we convey the concept of Administrative Styles to the level of International Organizations (IOs) and apply it to the Organization for Economic Development and Co-Operation (OECD). The article proceeds in three steps: First, the concept of administrative styles is introduced and refined. Drawing on expert interviews with OECD staff, we secondly show that consideration of OECD administrative styles significantly advances the literature’s understanding of the organization. Finally, we give an outlook on new research avenues and the relevance of our findings for the study of International Public Administrations (IPAs) more generally.