The US Presidential Election Campaign - Article Example

 In the last US presidential election campaign, then candidates Hillary Clinton and Barack Obama shared to the public what kinds of leadership they promised the nation should they be elected president. Clinton believes that the President’s role is not limited to providing visionary leadership outward from the Oval Office to the nation and the world but also to be hands-on in controlling and directing the federal bureaucracy downward to make sure that the policies agreed upon are implemented faithfully and effectively. On the other hand, Obama claims that his job as president is focusing completely on providing leadership vision, judgment and inspiration. He would prefer to delegate responsibilities to his cabinet members for controlling agencies that report directly to him. Of course, he would be supervisory in management and hold agency heads fully accountable for their performance of the bureaucracies under their authority. Clinton claims her experience in such a leadership platform stemmed from her position as the head of the health-care reform initiative under her husband’s presidential term. She consulted with top experts on health issues, designing a highly detailed health care plan. In assembling such a plan, constituents came up with a variety of opposing views. This resulted in much dissatisfaction among those involved in planning, as they expect their ideas to have been considered, ending most issues in gridlock and a worsened health care crisis. O’Toole (2008) compares the two leaders calling Clinton’s leadership style “managerial” and Obama’s leadership style “transformational”. He leans towards Obama’s approach to leadership because when he believed that successful transformations have occurred due to leaders who “offer inspiring visions and values, identify clear goals, and then provide the context and opportunity for those below them to participate in the design and implementation of the actual business of change” (para.10). O’Toole tried to analyze Clinton’s and Obama’s leadership styles according to corporate leadership. He claims that leaders of large corporations have adopted a values-based, decentralized approach to organizational transformation. This makes the leader’s subordinates empowered to be entrusted much in terms of responsibility of change implementation and the leader to focus more on the vision and fulfillment of goals. The author claims that managerialist, top-down leadership is mostly ineffective as compared to successful transformational leadership (O’Toole, 2008). He cited how great men such as Theodore Roosevelt, Mahatma Gandhi, Nelson Mandela, Vaclav Havel led in complicated, turbulent environments with their firm ideologies leading to relevant transformations (O’Toole, 2008). O’ Toole ends the article throwing to the readers the question of what kind of national leadership the US will need in the next four years, and if it will risk the leadership to be held by a promising but uncertain transformational leader like Barack Obama who had no opportunity to practice his transformational vision in the Senate or to a more experienced managerialist leader like Hilary Clinton. He stands firm on his belief that managerialist leadership is unlikely to achieve the changes American people are seeking (O’Toole, 2008). Part 2: Analysis of Article The article presents platforms of presidential candidates Hilary Clinton and Barack Obama with regards to the leadership style they are most likely to adopt should they be elected president of the United States of America. The campaign pitches of both candidates on their views on leadership are thoroughly analyzed by the author, O’Toole. It is a known fact that during campaign periods, each political candidate puts forth his or her best foot to future constituents, to give them a taste of what is ahead if they elect him or her to public office. Usually, it is different in practice. Whatever political platforms spoken of during the campaign remains to be seen. Being in a democracy, presidential powers shall be vested upon the person the voters deem most deserving. The Democratic theory of political power states that the voters are the primary factors that can determine the policy behavior of an elected official, as decided on via elections as a political mandate. Conditions that govern a policy mandate includes: high voter participation; high level of knowledge about political processes in the voters; high levels of knowledge concerning the various political issues; clear policy choices offered to voters during elections and that elected officials are kept accountable for implementation of policy choices (class notes). The position of president of the country holds a most significant role in one of the branches of power of government, the Executive Branch, so voters must be keenly discerning in their choice. Leadership has been a subject of interest for various groups for the longest time. Great leaders have been analyzed on the basis of their character and leadership styles. Many have gone to gain prominence in their respective fields and some have remained in the background while the groups they have led are celebrated for the extraordinary skill or action they have exemplified. Leadership may be defined as a “process in which a leader attempts to influence his or her followers to establish and accomplish a goal or goals.” (from http://www.answers.com/leadership#top). It may be as simple as coming up with a group decision or as complex as establishing a group culture. Leadership is a continuous process wherein a leader tries to move from accomplishing one goal to another for the good of the whole group. Another definition is “Leadership is a process by which a person influences others to accomplish an objective and directs the organization in a way that makes it more cohesive and coherent. Leaders carry out this process by applying their leadership attributes, such as beliefs, values, ethics, character, knowledge, and skills” (Clark, 2008: para.3). This is likewise expected of government officials. A good leader has a clear vision of where he is going and sets directions to others towards that vision. He collaborates with other people regardless of their backgrounds on ways and means to reach their goals and not focus the authority on himself. In doing so, he empowers them to be confident in their abilities and motivates them to welcome challenges and opportunities. Because of his positive influence, he gains the respect of everyone to follow his lead while pursuing a common mission for the growth and development of the organisation (Leithwood & Riehl, 2003). This definition describes O’Toole’s transformational leadership, as allegedly embodied by Obama during his campaign trail. One transformational leader that may be emulated by the American president destined to lead the country towards the change its people clamor for is Nelson Mandela. In an article by Richard Stengel (2008), he shares secrets of successful leadership that now president-elect Barack Obama may heed if his goal, as he claims is to have change come to America. Mandela preaches these tips from his vast experience as a political activist fighting against apartheid. He would be a good role model for Obama, being in the same racial background as him. Mandela believes that a good leader naturally feels fear but should know how to mask it with a façade of calmness in the face of turmoil. He says “Courage is not the absence of fear – it’s inspiring others to move beyond it.” ( Stengel: para. 5). Government leaders must be looked up to as men who can be trusted to take charge when everyone else may be panicking. They should still have it “all together” in order for their constituents to trust him to lead them to stability. Outwardly, appearances matter and leaders should know how to carry themselves and look credible and trustworthy, so a diplomatic smile and good bearing should be vigilantly exhibited. With regards to assuming leadership, Mandela has interesting insights as a political activist. He says, “Lead from the front but do not leave your base behind” (Stengel: para. 8). Being a leader in overthrowing apartheid, he was able to negotiate with the government as a prisoner. His followers thought he was giving in to government prohibitions of their cause, but he claimed it was all tactics. He may seem to have gone a great distance forward, leaving them behind, but his agenda always included their welfare. When they reached their goal, he let them move on. Although his followers doubted his intentions, Mandela looked far into the future and went on with his tactics to pursue long term goals. A president should have the same foresight and should be willing to work towards it no matter how short-sighted his followers may be and often cause him discouragement. Mandela is an empowerer. This is one secret of transformational leadership. He says, “Lead from the back – and let others believe they are in front” (Stengel: para. 14) People feel more confident to implement a decision that they think they had a hand in. Mandela shares this is important to persuade people to do things and make them think it was their idea. The president should always be a step ahead of his constituents, so he would know how to use the opportunity to make them feel like they came up with a novel idea, when in fact, it has been brewing in his mind for a long time already. In government, and in politics in general, friends and enemies may not have a clear distinction due to the hidden agendas people may have. Mandela warns to keep friends close and rivals closer and to know enemies well. It is advisable to know the enemy so one could glean into his strengths and weaknesses. As a charismatic leader, Mandela used his charm to his advantage, even with his rivals. Over time, there is a good possibility that rivals get to accept one’s views. Diplomacy is essential in governance. Adamant in his fight against apartheid, Mandela detests prejudice of any kind. He advises leaders to be open to all views, but of course be discerning of which one to accept in the end. Mandela’s humanness comes out as he shares a last advise which is “Quitting is leading too” (Stengel: para.34). A good leader is humble enough to know when his view or opinion will not hold up and knows when to quit. He may try to persuade people, but in the end, he knows he cannot always be right. That just emphasiezes the value of getting wise advisers, especially in running a first world country. The articles have shown how important it is for leaders to possess the most appropriate leadership skills and style. The presidential aspirants are aware of the power they shall assume if and when elected to the highest position in the land, and therefore, must be equipped with the necessary leadership skills in order to be an efficient captain of the ship especially when riding in rough and unsteady waves. Works Cited Clark, D. Concepts of Leadership in Hutter, A.D. (1982) Poetry in psychoanalysis: Hopkins, Rosetti, Winnicott. International Review of Psycho- Analysis 9 (1982): 303-16. Leadership. 25 June 2009 Read More