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October 10, 2006

October 10, 2006. Guest today: Christina Martin Topics include: Power Leadership. What is Power?. The ability to force someone to do something. A causes B to act, and B knows A has the “power.” Coercive.

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October 10, 2006

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  1. October 10, 2006 • Guest today: Christina Martin • Topics include: • Power • Leadership

  2. What is Power? • The ability to force someone to do something. A causes B to act, and B knows A has the “power.” Coercive. • The ability to influence the actions of another. A persuades B to do something, though B is not aware of the persuasion. • The structure of the sets of institutions, benefiting A over B, while neither is aware of the background relationship.

  3. Diagrams of Power • Leadership Diagram: http://clerk.house.gov/members/leadership_info.html • The Median Voter • The Committees Relative to the Floor

  4. What is Leadership? • Transformational Leadership • Transactional Leadership

  5. Lessons from Wilbur Mills • Influence versus Power • Leadership Types • Instrumental – task master • Affective – soothes internal tensions • Mills saw his role as… • Ensuring that W&M bills passed on the floor • Generating compromise within committee (to ensure support for final product) • Exchange • Five bases of Influence: • Expertise • Legitimacy • Rewards • Reference • Sanctions • He’s got the votes.

  6. Do… • Determine the right role by analyzing and balancing: • Personal strengths and weaknesses; • Your mission; • Needs of your district/state; • Political circumstances. • Define your role as: Legislative Insider; Party Insider; Ombudsman; Statesman; or Outsider. • Members can “major” in one role and “minor” in another, but the two roles can’t be incompatible with each other. • When faced with opportunities, ask yourself: “Does this opportunity or decision support the role I am carving out in Congress?” • Don’t… • Operate opportunistically without defining your role.  Taking on too large a range of issues will frustrate all your efforts.

  7. Legislative Insider • Work through the committee structure. • Interested in national attention • Some motivated by ideology, some not • “Practicing the Politics of what is possible.” • Enjoy insider politics • Building close ties with colleagues and using then for political ends • Coalition building • Using expertise • Negotiating agreements • Behind the scenes deals • Category includes most committee & subcommittee chairs/ranking members • Motivated to move up the ladder • Tend to… • Have discipline and focus • Have excellent interpersonal skills • Be good strategists • Utilize committee structure, party hierarchy, national press and interests groups to advance their activities

  8. Party Insider • Promote power and ideology of Party • Include leadership • Devote time to electoral politics • Political skills and savvy • Seek out administrative/management duties • Vote counting • Fundraising • Less interested in details of specific legislation • Prefer “big picture” • Seek out committees that offer political operative powers, such as Rules, Budget, Approps, Ways and Means

  9. Ombudsman • Primary focus is on creating strong image and record • Focus on local and state issues • Often motivated by electorally marginal seat • Enjoy dealing with specific, manageable issues • More interested in career within state than within Congress • Methods… • Membership on committees that provide funds/services to their communities • Federal grants • Working with state delegation • Working with state and local parties • Local and state media

  10. Statesman • “Do the right thing” • Not driven by political expedience • Advocate: legislative ends or procedural/institutional reforms • Rise above the fray, but only when necessary • Exercise both internal and external power • Criticism is vocal, but not alienating • They are.. • Often policy wonks • Excellent oral or written communicators • Not fans of “schmoozing” • Not interested in wielding partisan power • Not junior members (although those can set the groundwork for this role)

  11. Outsider • Critics of the system • Like Statesmen, but more bold/brash • Tactics often generate resentment • Choose public rhetoric over internal process • Often lack interest or skill for other roles • Lack patience • Risk-seeking • Transition from Outsider to Insider is difficult, but increasingly not impossible

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