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Political Market leaders: devious, manipulative and ruthless?

Are Political Leaders automatically devious, manipulative and ruthless?

Politicians tend to be portrayed and are often thought to be power-hungry and inclined to stop at nothing to get office. The purpose of this essay is to examine whether political leaders are devious, manipulative and ruthless; to answer this question this article can look at the primary characteristics that political leaders posses, also the political environments that these market leaders operate within may also be explored, finally based on the characteristics of leaders and the surroundings they work within, a bottom line will be attracted to see whether political leaders are in fact devious, manipulative and ruthless. Politics leaders vary from political organization, to political systems etc. To provide this essay a direct focus; an emphasis will be put on the past British Perfect Minister Margaret Thatcher and the English political environment in which she run and led.

Leadership is not exclusive to the political area, it includes many areas of daily life. In the broadest sense of the word; a leaders serves as a somebody who has a following; As a result when attempting to define authority, many notions and principles pop into your head; leadership is in fact a normative notion, in that it is situated around peoples notions of management are images of the social deal (Heifetz 1994 p. 14) so striving to establish an exclusive definition is somewhat of any futile activity. However there are ideas which attempt to construct value-free explanations of command, these ideas can be labelled under the following categories; the trait approach, situational procedure, contingency approach and the transactional procedure. (Heifetz 1994) The trait approach to the analysis of leadership focuses on the character qualities of market leaders, proposing that the personality, skills or even physical characteristics, effect an individuals control search/experience. The situational approach on the other palm argues that it s actually the problem that individuals find themselves that can determine their leadership quest/experience. The contingency methodology merges both the characteristic and situational methodology and argues that it is both personal features and the problem that an individual finds themselves for the reason that actually determines their leadership quest/experience; knowing what skills to use when is the decisive factor in determining leadership. The transactional procedure argues that the deals between market leaders and followers actually determine leadership. Heifetz argues;

These four general approaches attempt to define control objectively, without making value judgements. When defining leadership in conditions of prominence, specialist, and influence, however, these ideas present value-biases implicitly without declaring their introduction and without arguing for the need of the ideals created. (Heifetz 1994 p. 18)

This shows the normative aspect of leadership and the issue of establishing a definition. However for the purposes of the essay authority will be referred to as the activity of a resident from any walk of life mobilizing people to take action. (Heifetz 1994 p. 20) On an additional note in regard to this essay, political leadership will be looked at as the function of formal political actors mobilizing other actors to accomplish particular ends. Due to the normative dynamics of the idea of leadership, other beliefs attached to leadership must be analyzed to be able to correctly analyze leadership characteristics.

Politics (simply defined) is basically concerned with electricity relations. Those who exercise power tend to be regarded as leaders. As reviewed previously when trying to understanding control, especially political leadership, values from the concept of authority have to be explored. Electric power is a concept intertwined with command. A popular meaning of ability is the power and the extent to which one professional (A) can get another actor to something another actor (B) would not have often done. Predicated on this (simple definition) the actor (A) can be described as a leader, this introduces the concept of authority. Specialist although closely associated with ability is rather different. Heywood succinctly attracts the variation;

In its broadest sense, specialist is a kind of power; it is a way through which one individual can affect the behavior of another. However electricity can be explained as the ability to influence the behavior of another, specialist can be known as the to do so. Electricity brings compliance through persuasion, pressure, risks, coercion or assault. Specialist, on the other palm, is dependant on a recognized right to rule and results in compliance through moral obligation on the part of the ruled to obey. (Heywood 1999 p. 130)

The sociologist Maximum Weber goes further and categorises power under the next types; traditional specialist, charismatic power and legal-rational specialist. It really is charismatic authority that is of relevance to this essay and is also defined as expert that is dependant on an individuals personality. Charismatic power is often viewed suspiciously since it is based on personality rather than specific office, and so is not bound by rules, that could lead to a situation of totalitarian or authoritarian guideline. (Heywood 1999)

Tied within the notion of leadership, vitality and specialist is accountability. Politics accountability deals with the concept of responsibility and method of redress in situations where vitality and specialist been abused. A straightforward example would be that of Parliament, constituents confer their mandate to MPs under the idea that they will perform certain tasks. If constituents believe that MPs have didn't keep their own part of the bargain, they do not vote for the MPs in the next elections. However the definition of accountability is rather fluid depends essentially on the political culture of your society;

the public no more recognizes accountability in firmly legal and organizational terms. For these people, accountability is a broader professional, ethical and moral construct that is achieved only once public officials, both elected and appointed serve with a committed action to do the right things (Hill 2005 p 259)

The changing aspect of accountability leads to the widely kept view that political leaders are in fact manipulative, ruthless and deceptive. The foundation of specialist such as charismatic specialist on un-enforceable guidelines also fuels this idea. By examining the partnership between ability and control it is clear for the reason that mobilizing people to achieve certain goals a amount of manipulation does occur, but this will necessarily have to be a deceptive or negative manipulation.

The politics correspondent Margach in his book The Anatomy of Electric power argues that ambition, courage, character, stamina, patience, the ability to heed the advice of experts and ruthlessness as necessary personal attributes of a Primary Minister. However, he also argues that the above qualities;

are all essential features which constitute the Personality of Command after the Leading Minister gets into No10 Downing Block. For my money the most valuable asset before he makes it luck, and here I pull only on life and experience at first-hand, not academics theory at second. THEREFORE I can confirm that basically two of the dozen Perfect Ministers, and a couple of Opposition market leaders, whom I realized well, would have never reached the most notable without having been blessed with extremely fortune for themselves, coinciding with misfortunes with their rivals and sometimes the united states as wellThe technique of power lies in the way the great men exploit their success once they get there (Margach, 1979 p. 2)

Margachs consideration of leadership comes within the contingency procedure of leadership theory in that both personality and context determine leadership pursuit and connection with the political leaders in Parliament.

Ambition is the traveling force behind management, without ambition the desire to lead is only only wish in the mind of an individual. Courage is also an integral characteristic of leadership, leaders must have courage to act on their prefer to lead firstly, so when in the position of leadership, they must be inclined and in a position to have the durability to make difficult or questionable decisions. Figure or charisma is another quality necessary for leadership. Charismatic specialist is based on somebody's personality, so a innovator needs to ensure that they exuded charisma; because as Margach argues; The advanced presentation by advertising and pr experts may be successful temporarily in creating illusion by cardboard images, but first Parliament and then your public come with an instinct for detecting flaws and counterfeits in persona. (Margach, 1979 p. 1) Whether built or obviously endowed, personality is imperative for leaders to mobilise their enthusiasts. The capability to inspire perspective is a function of charisma and without this leaders are forgotten in the history books no matter how great administrators or professionals they were. (Margach, 1979) Endurance and patience are essential qualities for authority. The road to and the type of political authority is not an easy road, thus endurance in conjunction with ambition is required to ensure positions which is also had a need to keep up with the said office. Political Leaders especially Primary Ministers package and make decisions on diverse and complex policy areas and it is extremely difficult for the Best Minster as specific to be an expert or even conversant in each of these areas, so they need to have the ability to measure the advice of experts and make decisions accordingly. Ruthlessness can be an imperative prerequisite to management. Political Leaders need to be in a position to make difficult decisions limited not only to plan areas but also about their acquaintances no matter how close they are, and this trait is seen in pantry reshuffles and command contests. For example, in the Conventional leadership contest following 1974 Standard election, Margaret Thatcher is argued to own been successful due to combo of her courage and ruthlessness, unlike William Whitelaw who was simply also a pantry member but who decided to stand further in to the authority because he sensed that because of old-style chivalry; he believed it could not be honourable carry out in the chaos if the next in command were to get to get his commanding official reduced in get ranking. (Margach, 1979 p. 3) By enough time he decided to enter the contest Margaret Thatcher acquired garnered enough support on her behalf to be on and win the positioning of party leader and therefore became Perfect Minister.

To fully take a look at whether political market leaders are always manipulative deceptive and ruthless the previous British Perfect Minister Margaret Thatcher will be used for example. As a person Margaret Thatcher conjures merged ideas, but it is safe to state that she was a visible political leader. Prior to going into the information of her premiership, it's important to understand the context of the role and the surroundings in which Prime Ministers operate in. Within the United Kingdoms Parliamentary system the professional consists of Leading Minster, The Cupboard and Senior Civil servants; the overall work of the professional is to initiate and implement policy in contrast to the role of the legislature which is to go away legislation and the judiciary which is to interpret regulation. In every Liberal Democracies there is a degree of parting of powers, generally a complete parting; where users of the legislature, judiciary and the executive are completely separate entities. This is not the case in britain; the professional (Best Minister and Cupboard) is drawn from the Parliament (the legislature). The idea behind the separation of forces is to ensure that all arm of the government is independent and also to curb arbitrary guideline. It is the insufficient complete separation between your legislature and the executive, which confers a realm of power in which a Perfect Minister can act as an elected dictator. The Perfect Minister to put it simply is accountable for forming a federal government; for directing and coordinating its work; and for general guidance of the civil service. (Coxall B. , Robins L. , 1994 p. 123) In order to fulfil his / her duties the Prime Minister has special capabilities, such as patronage and the energy of dissolution.

Patronage can be an integral resource and factor in the role of the Best Minister. The power of patronage allows the Primary Minister to choose most importantly the people of the case from Parliament (commonly from the home of Commons, but also the home of Lords), in addition the Best Minister decides certain customers of the judiciary the attorney general and lawyer basic. In this esteem the Leading Minister has major scope to ascertain or arguably manipulate the structure of the professional and to a certain degree the judiciary. Patronage can be an important reference to the Best Minister since it is not static; the Perfect Minister can reshuffle the pantry at any point. This aspect of patronage is crucial to the role of the Prime Minister as director and organiser of authorities, which involves expanding policy targets for federal to go after. Patronage allows the Primary Minister to allocate areas for cabinet member to work within, through the visit of ministers.

The Leading Minister also functions as a seat in Cabinet conferences. Thus giving the Primary Minister scope to ascertain policy discussions and rising results. In doing this, Prime Ministers may employ the manipulative arts of chairmanship which include hold off, obfuscation of the problem, verbosity, deliberate ambiguity, adjournment (followed by arm-twisting), briskness (sometimes Cupboards have complained to be bounced into decisions), utter persistence, and authoritativeness. (Coxall B. , Robins L. , 1994 p. 126). This goes against the notion of the Best Minister being primus inter pares (first among equals) within the case; the role of chairmanship runs beyond that of operation or the facilitation of conferences. The Primary Minister is also accountable for overall work of the civil service; this covers appointments, organisation and practices. Customarily appointments of Mature civil servants by the Prime Minister were based on recommendation of your committee, however notably during the Thatcher administration, the Best Minister is becoming more directly mixed up in selection process, which has resulted in the claim that the united kingdom civil service is becoming politicised eroding at the original rules (anonymity. neutrality, and permanence) which the civil service is organised (Coxall B. , Robins L. , 1994) Also the energy of dissolution is specifically held by Primary Minister, they can suggest during a five 12 months term when parliament is dissolved. That is a useful tool with regards to opposition gatherings, if calculated accurately a Leading Minister can require a standard election at time where in fact the opposition partys position is weaker and therefore strengthening their party and their position as party leader, by preferably gaining extra seating. The Leading Minister has a unique role as national head; this is clearly observed in situations of countrywide security where in fact the Perfect Minister is eventually responsible and issues are not brought to the cabinet. (Coxall B. , Robins L. , 1994 p. 125)

Another section of the core-executive is the Pantry which is the most notable professional committee and consist of ministers who are responsible for federal departments. The role of the Cupboard consists of formal approval, crisis management, brake, debating message board, legitimiser and icon of collective exec. (Coxall B. , Robins L. , 1994 p. 134) Theoretically government plans are collectively the responsibility of case although there are no formal votes on issues, this brings about formal endorsement role of Pantry. Because of the fact that the increasing opportunity of administration and the smooth shape of open public policy, not absolutely all decisions are created within the case which is the role of cupboard to officially approve decisions take elsewhere. The Cupboard is also in charge of managing crises and issues of major politics controversy and does so through its execution of its role as brake and debating forum functions, where the Cabinet affects the path of government policy by Blocking, slowing, amending and qualifying insurance policies and legislation. (Coxall B. , Robins L. , 1994 p. 134) Also Cabinet conferences are an area for issue for between leading ministers. The legitimiser role of the Cupboard requires Conferment of authority upon federal decisions. (Coxall B. , Robins L. , 1994 p. 134), from the formal authorization function and the actual fact that the case is accountable for government plan. The Case also acts an indicator of an collective executive, opposed to that of america of Americas executive where the Leader is the essentially the executive.

The civil service is the administrative branch of the professional and in charge of implementing government insurance plan. The British isles civil service typically runs on the concepts of permanence neutrality and anonymity. Civil servants are likely to long term for the reason that their positions do not change with an alteration in government. In addition civil servants must be politically natural. Their personal political persuasions and politics affiliations aren't to guide their administrative and advisory duties. Civil servants are also private in that responsibility of any departments action is with ministers; who are publicly in charge of departments. The cloak of anonymity ensures that civil servants do not become

public figures, this might bargain their neutrality given that they would become associated in the public mind with a particular insurance plan; it also might undermine the frankness of the advice wanted to ministers. (Coxall B. , Robins L. , 1994 p. 151)

The principles of anonymity. neutrality, and permanence, are there to ensure that civil servants build-up expertise and be a valuable source of information to governments which often change hands. The civil service is meant to be a source of stableness. It is skills and stability that provide the Civil service a amount of effect in the policy process.

In examining the context in which Prime Minster manages it is evidently seen that within the core-executive the role of the Primary Minister is formidable in comparison to that of the Pantry and civil service. thus giving rise to the notion that political market leaders especially Leading Ministers are at the very least manipulative, with a range for them to be deceptive and ruthless. This idea coincides with the ongoing argument over if the UK has either a Primary Ministerial or Case government. The debate centres across the power of the Primary Minister, traditionally federal decisions were made by the Pantry. However Post -1945, in the United Kingdom there's been move from Pantry administration style and a move towards a Perfect Ministerial or Presidential design of government, where it is said that the due to the powers kept by the Perfect Minister, he/she can use the federal government to bring forward the procedures which s/he favours and to stop those to which he/she is compared (Coxall B. , Robins L. , 1994 p. 140).

Margaret Thatchers tenure as Perfect Minister is often cited as example of Prime Ministerial federal. In addition she is often characterised as being an authoritarian or an elected dictator. These game titles were related to her because of the way she exercised her powers as Prime Minister which can be summed up as the next;

systematic bypassing of cupboard the positioning of fewer cupboard meetingspersonal engagement over an array of government-policy making insurance policy on the hoof in a conference speech or TV interview without appointment with ministerial acquaintances Brusque treatment of ministers regarded as weak, damp, not one of usUse of PMs Press Office to undermine ministers, sometimes as a prelude to sacking them (Coxall B. , Robins L. , 1994 p. 142)

In addition Margaret Thatcher as Best Minister made is also accused of the politicisation of the civil service anticipated to certain older civil servant appointments she made when she came up to ability. (Coxall B. , Robins L. , 1994 p. 126)

When exploring whether political market leaders are devious, manipulative and ruthless, it is important to firstly study the idea of leadership. Authority is a normative principle, so in many respects difficult to totally ascertain, however when leadership is simply defined as somebody who mobilises another/others to achieve a particular end, ideas such as vitality, authority and accountability enter into play. A simple definition of ability close resembles that of authority; professional (A) getting professional (B) to something that professional (B) would not have often of done, can be argued to be professional (A) mobilising actor (B). The resemblance between command and vitality shows manipulation to be an integral facet of both command and the exercise of ability. Authority is a thought tightly related to ability, and also shows the manipulative aspect of leadership, especially when examining charismatic authority, where leaders engage their followers predicated on their personalities, this can lead to disastrous situations as observed regarding Germany and Hitler, whom mobilised to commit mass genocide.

When examining the features of held by way of a head, especially a Perfect Minister, it is apparent that in addition to being manipulative, market leaders are also required to ruthless to a certain level. Based on the exemplory case of the Primary Minister, the manipulative and ruthlessness of control does necessarily have negative implications, and moreover not unlawful. For instance Margaret Thatchers ruthlessness in her mission to become party leader had not been unlawful nor did not break any conventions, or societal norms, but it paved the way for her to be Primary Minister.

When looking at the role of Primary Minster it is clear that there is opportunity for the holder to be manipulative and ruthless, due to the powers conferred to the positioning. Margaret Thatcher can be an example of a political leader who on the top looked like manipulative and ruthless, but a closer exam reveals that she was not performing beyond her remit and had not been being deceptive in her having her role as Leading Minister. This poses the idea that in fact political leaders are not actually manipulative and ruthless as individuals, but as consequence of the environment they operate within, manipulation and ruthlessness turn into a function of their office, and so characteristics of political institutions somewhat than specific personality. It would be inaccurate to portray the role of Perfect Minister and Margaret Thatcher as that of completely comprising manipulation and ruthlessness, even Margaret Thatcher acknowledges that there constraints to the magnitude to which political market leaders can be manipulative and ruthless, much less deceptive;

A Leading Minster who recognizes that his or her cupboard has withheld its support is fatally weakened. I knew -and I am sure that they understood- that I would not willingly stay one hour in 10 Downing Street without the real specialist to govern (Thatcher 1993: 851). (Kavanagh, D. et al 2006 p. 209)

Bibliography

Coxall B. , Robins L. , (1994) Fashionable British Politics, Great Britain Macmillan

Heifetz, R. A. (1994) Leadership Without Easy Answers, United states, The Belknap Press of Harvard University Press

Heywood A. , (1999) Politics Theory: An Advantages, Great Britain, Palgrave

Hill (2005) The Public Policy Process, THE UK, Pearson Education Limited

Kavanagh, D. Richards D. , Smith, M. Geddes A. , (2006) United kingdom Politics, Great Britain, Oxford School Press

Margach, J. (1979) The Anatomy of Ability: An Enquiry in to the Personality of Command, THE UK, W. H. Allen & Co. Ltd

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