An interview with Bertie Ahern

the delegation. You had to talk to them, but it was very hard to make any progress in those meetings. Quite frankly, you don’t make progress with big groups. In my view of negotiations any group, whether it be trade unions, at European level, farming groups, employment groups, if they come in numbers they don’t trust their leadership and they tend not to be good negotiators. So, straight away, when

in Inside Accounts, Volume II

3 Party organization and leadership In addition to being influenced by ideology and policies, the electoral fortunes of the parties of the extreme right are also likely to be affected by the parties’ internal organization and leadership, and by the consequences of these internal dynamics. In fact, a general consensus in the literature on right-wing extremist parties suggests that ‘one of the most important determinants of success is party organization’ (Betz, 1998a: 9). In the light of this, this chapter turns its attention to examining the internal structure of

in The extreme right in Western Europe
Nursing older people in British hospitals, 1945–80

5 A poverty of leadership: Nursing older people in British hospitals, 1945–80 Jane Brooks Introduction In February 2013, Robert Francis QC published the report of the public inquiry into the poor care, target-driven culture and patient neglect at the Mid-Staffordshire NHS Trust in the midlands of England. Key to the findings and crucial for the recommendations were that there was poor leadership and that the Trust Board had as its raison d’être cost-saving and the meeting of government targets, rather than successful patient outcomes. Francis wrote: As a result

in Histories of nursing practice

1 David Cameron’s leadership and party renewal Gillian Peele Writing on the tenth anniversary of David Cameron’s victory in the Conservative leadership election, Paul Goodman, the editor of the influential online site ConservativeHome, noted that on some measures Cameron’s decade in the leadership made him the second most successful Conservative leader in the last hundred years (ConservativeHome, 6 December 2015). Yet, as Goodman’s article also un­­ derlined, there is a sense in which Cameron’s leadership remains puzzling and problematic: for many observers his

in David Cameron and Conservative renewal

George W. Bush’s worldview was based upon clear-cut principles, instinctive, non-reflective decision making, a strong moralistic bent, and a propensity for risk-taking based upon a belief in the history-making potential of strong leadership. His administrative style, though, was delegatory and based upon maintaining comity. He preferred reading people to reading policy

in Leaders in conflict

3 Leadership in a Liberal era, 1906–9 [I]‌t is well known to all students of political manoeuvres that a body of politicians, though they have comparatively few adherents in the rank and file, is often disproportionately powerful from the fact that it has its leaders within the very heart of the citadel, or, to use the less reverent American expression, that its leaders have more or less control of the ‘machine’. – T.P. O’Connor, 19081 1906: a sympathetic government Following the Liberal landslide in the 1906 general election, the Irish party found itself in

in The Irish Parliamentary Party at Westminster, 1900–18

3 Local political leadership and mayoral government Introduction The introduction of directly elected mayors into the English local political landscape has brought an additional dimension to political representation and new electoral opportunities for the voters to cast a judgement on their local political leaders. Moreover, the office of elected mayor throws into sharp relief distinctions between representative democracy and representative government: the former comprises political processes which allow citizens to have an ‘indirect’ participation in

in Leading the localities
Abstract only

8 Luck and leadership Some prime ministers, such as Margaret Thatcher and Tony Blair, are considered strong leaders. Others, such as John Major and Gordon Brown, are perceived as weak. I will consider why this is. I do not challenge those perceptions, though part of my argument is that prime ministers, or indeed any leader, might be weak, at least in part, because they are perceived to be weak. One view of strong leadership is that it is a personal characteristic. It is as though some are born strong and others weak. Whilst genetic inheritance of character

in Power, luck and freedom

9780719081033_2_C07.qxd 1/20/10 9:07 Page 121 7 Leadership in the boilermakers’ society Conditions in the British shipbuilding industry combined to make craft unionism a lastingly appropriate strategy for its skilled workers. For the shipyard owners’ response to the severity of cyclical fluctuations in demand was to maintain a labour-intensive strategy, while the prior development of other branches of manufacturing provided them with a ready pool of highly skilled labour. The employers’ continued preference for devolved labour management left the groups of

in The tide of democracy

8 The importance of women’s leadership programmes in developing a sustainable economy Morgan Chawawa and Wapula Raditloaneng Ba Isago University College and community engagement U niversities the world over are coming to terms with their new mandate of making a contribution towards addressing critical community development issues through what is termed ‘community service’. Over the past decade universities have been connecting with disadvantaged communities to eradicate poverty and sustain development in the African region through their involvement at the

in University engagement and environmental sustainability