With the economic crises at hand, many Americans examine the candidates, assessing their strengths and weakness and the effects of those strengths and weaknesses. As a young candidate, Senator Obama must come under the spotlight of analysis. By adding his positives, as seen through his strengths, and his negatives, as seen through his weaknesses, the combined total can help one assess where Obama stands in this election.
With the election drawing near, Obama stands with some positives in the bank. First, Obama comes from a populace state. Populace states generally produce ideal candidates.1 Second, African Americans continue increasing their influence in presidential politics.2 While race may not be a key factor, it still remains an issue and appears more helpful than harmful for Obama. Third, Obama benefits from the American people’s like for mediocrity because his record appears mediocre.3 Fourth, Obama does an excellent job of balancing elitist, pluralist, and populist interests. Being very charismatic, Obama connects with various groups, but he must recognize the competing tensions between the groups and now how to respond.4 Fifth, as presidents continue trusting more people for knowledge in various fields, it lessens the load demanded on Obama.5 He can turn to experts for their knowledge and not have that as a liability. These factors only represent a few of the positives Obama has in the bank, but they remain significant.
While Obama’s account shows positives, he also has negatives that represent his weaknesses. First, while Obama cannot help it, the trend concerning the states from which presidents come has shifted to the South and to the Sunbelt. In fact, the last four of the five presidents have been from these areas.6 Second, presidents as of late seem to stay on the offensive and keep moving, so it proves difficult when pinning the president down.7 However, this has been a bit more difficult for Obama because of his associates and also his history of traveling around, making one statement at one location and a totally different statement somewhere else. Third, Obama does not have a long career or stable public policy record like those of Presidents Reagan, Bush I, Clinton, and Bush II.8 This proves significant because a long career with stable public policies helps predict successful presidents.9 In fact, this connects with the fourth minus, which pertains to his public policies as they appeal to the mainstream. Because of Obama’s short record, his more liberal actions sometimes don’t connect as well with the mainstream public. This creates a problem because success depends on successfully appealing to the mainstream with public policy.10 Now, in the campaign Obama has been moved to the middle, but only time will tell if he can successfully bridge the gap between his record and his campaign positions.
With these positives and negatives come warnings for Obama. First, Obama must stay connected with the mainstream.11 Advocates of radical policies usually lose.12 Lucky for him, some of his proposals, like a national health care system, do not appear radical because other politicians have introduced them. Therefore, as long as Obama avoids introducing new policies considered radical, he avoids playing the role of the third-party candidate, which remains dangerous.13 On top of all of this, Obama must be aware of the moral decline in America.14 Obama should also know that traditional moral leadership goes against mainstream. However, if he goes with mainstream society, then he adds to the moral pollution. Ultimately, successful moral leadership comes down to leadership by example and the use of the bully pulpit.15
Counting the positives and negatives, Obama stands in a good position. While one cannot say the outcome of this roller coaster election. one can take stock in the fact that Obama has done well in positioning himself, balancing his strengths and weaknesses.
Notes
1. Dunn, Charles W. Lecture: “Resolved that Great Men are Not Chosen President.” Presidential Leadership, Regent University: October 1, 2008.
2. -----------. The Seven Laws of Presidential Leadership: An Introduction to the American Presidency. Upper Saddle River, N.J: Pearson Prentice Hall, 2007: 132.
3. -----------. Lecture: “ Resolved that Great Men are Not Chosen President.” Presidential Leadership, Regent University: October 1, 2008.
4. -----------. The Seven Laws of Presidential Leadership, 138.
5. Ibid., 133.
6. Ibid., 132.
7. Ibid., 134.
8. Ibid., 130-131.
9. Ibid., 129.
10. Ibid., 135.
11. Ibid., 129.
12. Ibid., 134.
13. Ibid., 136.
14. -----------. The Scarlet Thread of Scandal: Morality and the American Presidency. Lanham, MD: Rowman & Littlefield, 2000: 137.
15. Ibid., 163.
Wednesday, October 15, 2008
All Fall Short
In the face of this presidential election between Senator Obama and Senator McCain, the campaigns do not focus on managerial skills, but they focus on persuasively communicating a vision and establishing a direction for America.1 After all, the presidential scale of greatness relies more on accomplishments than managerial effectiveness. That being said, many presidents suffer from managerial shortcomings. This creates an administrative gap between performance and promise2, just like the gap created when politicians attempt moving to the center from their normal positions.3 Obama and McCain must understand the managerial obstacles the next president faces balanced by the opportunities.
Part of presidential management includes managing relationships between Congress and the Courts.4 With both relationships, bureaucracy plays a big role. By slowing everything down, bureaucracy makes it such that issues transcend a presidential term, allowing for resistance of the president’s wishes.5 Bureaucrats also have the tool of the “Iron Triangle” that undercuts presidential directives through other relationships. Complicating things further, Congress can impede presidential decisions by slowing down the confirmation process and holding investigations. All of this comes in light of the exponential growth in bureaucracy since the New Deal.6 Obama must realize that if he takes office, the implementation of his policies proves more difficult than he might hope. However, he may have an extra advantage that McCain does not have in that Obama commands a wide range of support. McCain must prepare himself to fight and really fine tune the art of working across the aisles. He does not want an angry Republican party that does not support him, but he also must realize that he must work with the Democrats.
That being said, the president retains several opportunities at his disposal. When bureaucracy lacks vision beyond self-preservation, the president remains the only other person who can impart vision. Thus, successful presidents and successful presidential candidates must persuade the public and the bureaucracy of their superior vision.7 Properly conveying one’s vision requires the proper packaging and marketing that presents ideas in an irresistible way to Congress and the American public.8 Another opportunity presents itself in the president’s honeymoon, which allows a period of time for presidential leadership.9 Along with the honeymoon, successful transitions help a president guide the executive branch. The president must appoint approximately 5,000 positions.10 That being said, presidents should plan early for their transition, delegate responsibility for the transition, and appoint people with similar ideological beliefs.11 They must maximize the potential of their initial days in office. This holds true for both Obama and McCain. Most likely, their honeymoon will not be as long as others. Honeymoons seem shorter and shorter these days. They must prepare their staff so that they remain one step ahead.
Once either McCain or Obama enters the White House, he must help himself by appointing good managers who successfully administer agencies and departments. The higher the caliber of the person selected usually the more trust and confidence given to that person.12 In addition, McCain or Obama must choose between delegating and doing something himself. President’s drown in detail unless they delegate to others as a means of survival.13 However, president’s must scrutinize expert opinion as a means of ensuring that the opinion presented looks out for the best interest of the nation and the president.14 Other tools remain at the president’s disposal as well. Presidential popularity offers the president the tools needed in steering the country.15 A president must delicately handle his popularity because corruption of political power and scandals have weakened public trust and respect.16 In addition, presidents usually enjoy the power of leveraging their party’s members in Congress.17 One must also not forget midterm elections and the possibility of a popular president helping change up Congress by getting people, he wants, elected.18 Obama or McCain must understand these tools and appropriately use them. Obama specifically should focus on the power of presidential popularity and helping politicians get elected in 2010 because the 2010 Congress with handle redistricting. McCain should also consider his role in helping get elected, and he should also consider using the power of the veto if he becomes president.
All things being said, the realization that presidents lack managerial skills presents the challenge to the next president that he must recognize his short comings and promote his strengths.
Notes
1. Dunn, Charles W. The Seven Laws of Presidential Leadership: An Introduction to the American Presidency. Upper Saddle River, N.J: Pearson Prentice Hall, 2007: 162-163.
2. Ibid., 162.
3. -----------. Lecture: “Elections.” Presidential Leadership, Regent University: October 8, 2008.
4. Ibid., 162.
5. Ibid., 163.
6. Ibid., 164.
7. Ibid., 164.
8. Ibid., 176.
9. Ibid., 165.
10. Ibid., 168.
11. Ibid., 169.
12. Ibid., 171.
13. Ibid., 172.
14. Ibid., 175.
15. Ibid., 178.
16. -----------. The Scarlet Thread of Scandal: Morality and the American Presidency. Lanham, MD: Rowman & Littlefield, 2000: 185.
17. -----------. The Seven Laws of Presidential Leadership, 179.
18. Ibid., 180.
Part of presidential management includes managing relationships between Congress and the Courts.4 With both relationships, bureaucracy plays a big role. By slowing everything down, bureaucracy makes it such that issues transcend a presidential term, allowing for resistance of the president’s wishes.5 Bureaucrats also have the tool of the “Iron Triangle” that undercuts presidential directives through other relationships. Complicating things further, Congress can impede presidential decisions by slowing down the confirmation process and holding investigations. All of this comes in light of the exponential growth in bureaucracy since the New Deal.6 Obama must realize that if he takes office, the implementation of his policies proves more difficult than he might hope. However, he may have an extra advantage that McCain does not have in that Obama commands a wide range of support. McCain must prepare himself to fight and really fine tune the art of working across the aisles. He does not want an angry Republican party that does not support him, but he also must realize that he must work with the Democrats.
That being said, the president retains several opportunities at his disposal. When bureaucracy lacks vision beyond self-preservation, the president remains the only other person who can impart vision. Thus, successful presidents and successful presidential candidates must persuade the public and the bureaucracy of their superior vision.7 Properly conveying one’s vision requires the proper packaging and marketing that presents ideas in an irresistible way to Congress and the American public.8 Another opportunity presents itself in the president’s honeymoon, which allows a period of time for presidential leadership.9 Along with the honeymoon, successful transitions help a president guide the executive branch. The president must appoint approximately 5,000 positions.10 That being said, presidents should plan early for their transition, delegate responsibility for the transition, and appoint people with similar ideological beliefs.11 They must maximize the potential of their initial days in office. This holds true for both Obama and McCain. Most likely, their honeymoon will not be as long as others. Honeymoons seem shorter and shorter these days. They must prepare their staff so that they remain one step ahead.
Once either McCain or Obama enters the White House, he must help himself by appointing good managers who successfully administer agencies and departments. The higher the caliber of the person selected usually the more trust and confidence given to that person.12 In addition, McCain or Obama must choose between delegating and doing something himself. President’s drown in detail unless they delegate to others as a means of survival.13 However, president’s must scrutinize expert opinion as a means of ensuring that the opinion presented looks out for the best interest of the nation and the president.14 Other tools remain at the president’s disposal as well. Presidential popularity offers the president the tools needed in steering the country.15 A president must delicately handle his popularity because corruption of political power and scandals have weakened public trust and respect.16 In addition, presidents usually enjoy the power of leveraging their party’s members in Congress.17 One must also not forget midterm elections and the possibility of a popular president helping change up Congress by getting people, he wants, elected.18 Obama or McCain must understand these tools and appropriately use them. Obama specifically should focus on the power of presidential popularity and helping politicians get elected in 2010 because the 2010 Congress with handle redistricting. McCain should also consider his role in helping get elected, and he should also consider using the power of the veto if he becomes president.
All things being said, the realization that presidents lack managerial skills presents the challenge to the next president that he must recognize his short comings and promote his strengths.
Notes
1. Dunn, Charles W. The Seven Laws of Presidential Leadership: An Introduction to the American Presidency. Upper Saddle River, N.J: Pearson Prentice Hall, 2007: 162-163.
2. Ibid., 162.
3. -----------. Lecture: “Elections.” Presidential Leadership, Regent University: October 8, 2008.
4. Ibid., 162.
5. Ibid., 163.
6. Ibid., 164.
7. Ibid., 164.
8. Ibid., 176.
9. Ibid., 165.
10. Ibid., 168.
11. Ibid., 169.
12. Ibid., 171.
13. Ibid., 172.
14. Ibid., 175.
15. Ibid., 178.
16. -----------. The Scarlet Thread of Scandal: Morality and the American Presidency. Lanham, MD: Rowman & Littlefield, 2000: 185.
17. -----------. The Seven Laws of Presidential Leadership, 179.
18. Ibid., 180.
Wednesday, October 1, 2008
The Two Shall Become One
When a president takes office, he embarks in a marriage with the American people. In this relationship a president faces accusations and questions of moral corruption just like every relationship faces disagreements. However, presidents must navigate through stormy waters without a moral guiding light. While a basic agreement on morality existed in the past, presidents no longer can find widely accepted morals. Instead, they must handle these “moral land mines” through accommodation, appeasement, and appeal.1 Part of this includes acknowledging that the president’s marriage to the American people incorporates marriage to scandals, marriage to public perception, and marriage to the times in which one serves.
Since every president faces some type of moral accusation, success depends on how well he handles the issue. Moral issues fall under the follow categories of constitutional, financial, personal, political, tangential, and procedural and substantial.2 In response, the president can admit his error, change policies, alter personnel, blame others, or cooperate with authorities.3 Depending on how the president handles the issue, the marriage to scandal could prove detrimental. President Nixon’s experience with Watergate and his lack of cooperation creates a detrimental marriage as witnessed by the fact that Watergate overshadows Nixon’s foresight in domestic and foreign affairs.4 However, President Lincoln’s constitutional scandals concerning the suspension of habeas corpus, the imposing of naval blockades, and the establishing of martial law did not overshadow his presidency.5 He fought the constitutional challenges, and the U.S. Supreme Court upheld his position. Thus, his admirers today reflect upon him as strengthening the nation. 6 That being said, moral scandals can go either way, but they remain closely connected to the president. Notably, the pressure of scandal by association plagues Obama. While he tried distancing himself, his associations stick to him. Somehow, he must prevent these associations from taking center stage.
That being said, presidents must balance their marriage with public perception. Presidents suffer more damage if the accusations come from mainstream reporters as opposed to commentators and reporters outside the mainstream.7 The public gauges the seriousness of the accusation based on who reports the information. If extremist reporters break the story and the mainstream reporters refrain, the public may wait for more evidence. In addition, if the public’s perception of the president remains favorable, the scandals minimize in importance. For example, President Washington faced charges of illegitimate children, but he captured the American people and went down in history as one of the greatest presidents.8 Therefore, a president must balance the public’s perception and the weight of the scandal. This has been an issue for Obama. When the association scandals first came out, he pleaded the case of injustice based on guilt by association. While it appeared successful in the beginning when not many questions were asked, it seems that the weight of the scandal might require a more decisive action.
Lastly, presidents must understand their marriage to the times in which they serve. For Washington, he knew the importance of establishing a strong reputation for the presidency, so he carefully established what he considered proper precedents.9 This remains remarkably different from the cultural conflict that America now faces. Words strictly forbidden at one time now appear as always acceptable.10 This culture war exists between fading moral certainty and emerging moral relativism.11 Because of the culture war, Obama has more leeway in his responses. No clear cut solution exists.
The president must navigate stormy waters with hopes that everyone reaches the other side uninjured. Moral scandals prove hard to divorce from presidents, but they can be downplayed depending on public perceptions and the current times. Obama and others must be aware of these marriages and take heed.
Notes
1. Dunn, Charles W. The Seven Laws of Presidential Leadership: An Introduction to the American Presidency. Upper Saddle River, N.J: Pearson Prentice Hall, 2007: 101.
2. Ibid., 104.
3. Ibid., 118.
4. -----------. The Scarlet Thread of Scandal: Morality and the American Presidency. Lanham, MD: Rowman & Littlefield, 2000: 132.
5. -----------. The Seven Laws of Presidential Leadership, 107.
6. Ibid., 108.
7. Ibid., 118.
8. Ibid., 105.
9. Ibid.
10. -----------. The Scarlet Thread of Scandal, 114.
11. -----------. The Seven Laws of Presidential Leadership, 116.
Since every president faces some type of moral accusation, success depends on how well he handles the issue. Moral issues fall under the follow categories of constitutional, financial, personal, political, tangential, and procedural and substantial.2 In response, the president can admit his error, change policies, alter personnel, blame others, or cooperate with authorities.3 Depending on how the president handles the issue, the marriage to scandal could prove detrimental. President Nixon’s experience with Watergate and his lack of cooperation creates a detrimental marriage as witnessed by the fact that Watergate overshadows Nixon’s foresight in domestic and foreign affairs.4 However, President Lincoln’s constitutional scandals concerning the suspension of habeas corpus, the imposing of naval blockades, and the establishing of martial law did not overshadow his presidency.5 He fought the constitutional challenges, and the U.S. Supreme Court upheld his position. Thus, his admirers today reflect upon him as strengthening the nation. 6 That being said, moral scandals can go either way, but they remain closely connected to the president. Notably, the pressure of scandal by association plagues Obama. While he tried distancing himself, his associations stick to him. Somehow, he must prevent these associations from taking center stage.
That being said, presidents must balance their marriage with public perception. Presidents suffer more damage if the accusations come from mainstream reporters as opposed to commentators and reporters outside the mainstream.7 The public gauges the seriousness of the accusation based on who reports the information. If extremist reporters break the story and the mainstream reporters refrain, the public may wait for more evidence. In addition, if the public’s perception of the president remains favorable, the scandals minimize in importance. For example, President Washington faced charges of illegitimate children, but he captured the American people and went down in history as one of the greatest presidents.8 Therefore, a president must balance the public’s perception and the weight of the scandal. This has been an issue for Obama. When the association scandals first came out, he pleaded the case of injustice based on guilt by association. While it appeared successful in the beginning when not many questions were asked, it seems that the weight of the scandal might require a more decisive action.
Lastly, presidents must understand their marriage to the times in which they serve. For Washington, he knew the importance of establishing a strong reputation for the presidency, so he carefully established what he considered proper precedents.9 This remains remarkably different from the cultural conflict that America now faces. Words strictly forbidden at one time now appear as always acceptable.10 This culture war exists between fading moral certainty and emerging moral relativism.11 Because of the culture war, Obama has more leeway in his responses. No clear cut solution exists.
The president must navigate stormy waters with hopes that everyone reaches the other side uninjured. Moral scandals prove hard to divorce from presidents, but they can be downplayed depending on public perceptions and the current times. Obama and others must be aware of these marriages and take heed.
Notes
1. Dunn, Charles W. The Seven Laws of Presidential Leadership: An Introduction to the American Presidency. Upper Saddle River, N.J: Pearson Prentice Hall, 2007: 101.
2. Ibid., 104.
3. Ibid., 118.
4. -----------. The Scarlet Thread of Scandal: Morality and the American Presidency. Lanham, MD: Rowman & Littlefield, 2000: 132.
5. -----------. The Seven Laws of Presidential Leadership, 107.
6. Ibid., 108.
7. Ibid., 118.
8. Ibid., 105.
9. Ibid.
10. -----------. The Scarlet Thread of Scandal, 114.
11. -----------. The Seven Laws of Presidential Leadership, 116.
Subscribe to:
Comments (Atom)