New House of Commons Briefing by CCCU academic Dr Mark Bennister

Yesterday, British Prime Minister Theresa May made her second appearance before the Liaison Committee, a year after her only other appearance. These sessions with the Prime Minister have occurred since 2002 and have now become an established part of the scrutiny mechanisms available to Parliament.

Dr Mark Bennister, Reader in Politics at Canterbury Christ Church University and one of only 5 Parliamentary Fellows in the House of Commons, has now produced a briefing with the House of Commons Library that sets out the background to the evidence sessions. You can read the full briefing by clicking here or on the cover page below.

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Mayors Going Global: The Curious Case of Brexit

Max Stafford is a PhD candidate in Politics and International Relations at Canterbury Christ Church University. His doctoral research looks at the leadership of mayors in London, New York City and Amsterdam.

It is not new, these days, to talk of mayors and the irony of their playing a role in global issues, despite being local leaders. These issues include climate change, migration and security. However, within the context of the UK, mayors are also managing to play a vital role in the foreign policy issue of the day – Brexit. As I mentioned in an earlier blog post, mayors’ increasing strategic involvement with issues previously assumed to be reserved to national or global-level policymaking raises the well-rehearsed concept of place-based leadership and its future in relation to local political leaders. But who are these mayors and what are they actually doing about Brexit?

  The most vocal mayor on this topic so far has been the Mayor of London, Sadiq Khan. Though only early in his first term (having been elected in May 2016), Khan has put effort into casting his mayoralty in an internationalist perspective. Faced with an opponent (Conservative, Zac Goldsmith) whose campaign was the recipient of allegations of “dog-whistle” politics and racism, Khan spent much of his 2016 campaign talking about both the diversity of the city that he aimed to lead and also his own heritage as the child of immigrants. After the June 2016 vote to leave the European Union, he sought to remind both London and the rest of the UK (as well as his European counterparts) that the city was a key player in the global economy.

London mayor Sadiq Khan in the European Parliament | image via europarl.europa.eu

Continue reading “Mayors Going Global: The Curious Case of Brexit”

Mayors & Terrorist Attacks: The Quiet Advance of Place-Based Leadership

Max Stafford is a PhD candidate in Politics and International Relations at Canterbury Christ Church University. His doctoral research looks at the leadership of mayors in London, New York City and Amsterdam.

London mayor Sadiq Khan with a member of the London Metropolitan Police | photo via london.gov.uk

London. Manchester. New York. Boston. Nice. Each of these cities is world-famous for a variety of reasons – from their importance to the global economy to their exhibiting of richly-diverse cultures. They have also, as with many other cities around the world, experienced the horror of recent terror attacks perpetrated against their citizens, attracting global attention. These attacks are summarised in the table below. It is interesting to reflect, however, as we approach the first anniversary of the Nice attack on the 14th July, on what the responses to these incidents have revealed about the importance of place-based leadership.

Each of the cities selected for this post had a mayor at the time of the relevant incident (though Manchester’s mayoralty had only been in existence for 18 days) and each played a pivotal role in the civic and political reaction to them. From Giuliani’s appearance with the New York Fire Department at the site of the World Trade Centre in the days following the attack through to Sadiq Khan’s standing alongside the British Home Secretary in post-attack vigils in Trafalgar Square, each mayor quickly became the public face of their city’s response. In Giuliani’s case, it led to his being named Time magazine’s Person of the Year in 2001. But what does the prominence of these figures in the response to these incidents, and the public and media’s reception of them, tell us about the state of political leadership?

We often think of terrorism as a national political issue in terms of where the policy initiatives and leadership to tackle it originate from, in line with other matters of security. Of course, in each case the relevant national leaders did provide immediate statements on the tragedies and played their roles in helping to co-ordinate the response, including through addressing the wider national mood. However, it was the leaders of these cities, these places, who became the “face” of their communities’ reactions. Given that each of these attacks garnered an array of international attention, due to a combination of their occurring in places of economic and cultural significance and also due to captivating the global 24-hour news cycles in the days that followed, their local leaders soon received a huge spike in their public profiles.

So, Andy Burnham, despite only having been elected earlier in the same month as the attack, became the face of the political and civic reaction in Manchester. Philippe Pradal was also a new mayor at the time of his city’s tragedy, but was soon well-known beyond either Nice or, indeed, France. Khan became further entrenched as the globally-identifiable leader of London (with a combination of the terror incidents and, earlier, his pro-Remain strategic corollary to Brexit).

Menino was, by contrast with Burnham, Pradal and Khan, a long-standing mayor (being into his fifth term at the time of the Boston Marathon bombing). Nevertheless, a combination of the fact that the incident’s fallout lasted for nearly a week and also that other major global cities (for instance, London) were soon to hold marathons meant that Menino’s reassuring persona and sense of a capable approach to crisis management received a focus heightened beyond that which they perhaps otherwise would have attracted. Giuliani and Livingstone were, similarly, established mayors (having served 7 and 5 years, respectively, at the time of the atrocities). Livingstone’s association with place had already been furthered just a day earlier by the announcement (in Singapore) that the 2012 Olympics were to be hosted by London.

Thus, leaders who were elected to hold office at the local level (albeit in major cities) often find themselves imbued with greater national and international significance due to their association with the place that they lead. This place-based leadership both enhances their profiles beyond their immediate constituencies and also adds new dimensions to their roles (through their assumption of influence in policy areas that were not originally envisaged as being within their competence). Additionally, the locations covered by their political mandate experience a similar level of growth in the wider recognition that they receive by virtue of their association with the leader.

This particular place-based leadership is, then, formed of a symbiotic relationship. Place enhances a leader’s immediate profile (and with it, potentially, their political capital) and the leader subsequently ensures that their city’s response to atrocities such as terrorism receives greater public attention than it might otherwise have done.

What remains consistent between all of these case studies (where so much else about them is varied and circumstantial) is the importance of understanding the centrality of place in determining the leadership response. With other examples of this important relationship to be discovered in place-based approaches to climate change, migration, international crime and many other interest areas, it seems that this under-estimated aspect of leadership seems set to remain intriguing for a long time to come.

It’s not over till the Queen’s speech (and maybe not even then)

Dr Mark Bennister, Reader in Politics at Canterbury Christ Church University and a specialist in political leadership, appeared on the latest edition of the podcast “Discussions in Tunbridge Wells” which is produced by the university’s Applied Psychology programme. This time, the panel talked about the 2017 General Election: called by the Prime Minister in the hope of winning a large majority, but offering a far less clear result. Mark Bennister talks about the campaign, analyses the leaders’ performances and assesses the current situation with a hung Parliament. Furthermore, the podcasts covers how psychological theories may shed some light on how people voted. Last, it discusses populism, rationality, the strong feelings raised on all sides and whether any politician can get elected if they tell us we’ll lose out.

The best way follow the podcast is to subscribe to their feed. You can do this by looking up Discussions in Tunbridge Wells in iTunes, SoundCloud or wherever else you get your podcasts from.

You can also follow the Applied Psychology programme on Twitter @CCCUApppsy and on Facebook facebook.com/cccuappsy

You can follow Angela on Twitter @cyberwhispers, Rachel @rterrypsy and Mark @MarkBennister.

 

Links to things talked about on this show:

Mark is the co-editor of The Leadership Capital Index: A New Approach to Political Leadership

Here is Mark’s piece on Theresa May ‘leaking’ leadership capital.

Links to more material on the CCCU Applied Psychology blog: Discursive of Tunbridge Wells

Theresa May: leaking leadership capital?

Analysing the components of political leadership, Ben Worthy and Mark Bennister review Theresa May’s leadership capital. They conclude that, although she may gain capital after an election win, her strained relations with her Cabinet and the ongoing crises of Brexit, Scotland, and Northern Ireland may eventually diminish her reputation.

Measuring leadership is a tricky business. Our work has experimented with the concept of ‘leadership capital’ to analyse a leader’s ‘stock of authority’. Journalists and commentators often talk about political capital as a sort of ‘credit’ stock accumulated by and gifted to politicians. Leadership capital is, we argue, made up of three attributes:

  • Skills: personalised ability to communicate, present a vision, and gain popularity
  • Relations: with the political party, the voting public, and colleagues
  • Reputation: levels of trust, ability to influence policy, and get things done.

Our Leadership Capital Index tracks the trajectory of leadership capital over time. The general tendency is for capital to be high when a leader gains office (because they win an election, are popular etc.) and to inevitably decline over time as mistakes, scandals, and inability to solve ‘wicked’ public policy problems diminish it. High capital leaders tend to be transformative, pushing change, and presenting bold policies. Low capital leaders struggle to have an impact and are often consumed with fighting off threats to their leadership, both at elections and with internal challenges. We apply this approach in a new edited volume published by Oxford University Press, using a range of case studies. So how does Theresa May’s leadership capital look so far?


Image credit: Number 10, Jay Allen, Crown Copyright, BY-NC-NC 2.0

Theresa May seemingly accumulated high levels of leadership capital when she assumed office in July 2016 in the wake of the EU referendum result, even though, like many prime ministers before her, she came into power by ‘taking over’ rather than winning a General Election. May arrived after a vicious and very public internal party war, to become the unifier for both the Conservative party and the country in the grip of uncertainty and division.

In terms of skills, May championed a clear, if rather succinct, vision of Brexit (‘Brexit means Brexit’) while her forthright and direct style offered a contrast with Cameron’s slick and rather too smooth rhetoric. She entered power with high poll ratings and levels of trust and, perhaps most remarkably, a relatively united party after the civil war over Brexit. Her experience as Home Secretary was seen to demonstrate both firmness and a mastery of details.

In policy terms, May blended a wider policy agenda of reforming capitalism with a populist agenda pitched on the side of working families. Her uncontested party leadership coronation left no rivals with only Boris Johnson in the ‘gilded cage’ of the Foreign Office where he could do no harm.  May was the candidate who could and would ‘get things done’ with plenty of leadership capital to do it.

Jump forward to June 2017 and May’s capital looks a little different. It is still high. May retains her high poll ratings and trust: May is much more popular than her party while the reverse is true for Corbyn. Perhaps most remarkably, the Conservative party has fallen into line behind her stance on Brexit. The General Election of 2017, and with campaign emphasis on May herself, has hinged on these positives. This election, in a sense, is a leadership capital election as this Populus party leader polling shows. The strategic, personalised focus on her leadership was a deliberate approach to contrast with her opponent.

But there have been signs of fraying capital. Her communicative style has been derided as robotic, under the intense media scrutiny of a campaign. Meanwhile her firmness and mastery of detail have been exposed as less positive attributes, once her tendency towards secretive and closed group decision-making became evident, and after some less than certain public performances. The Brexit process has seen White Papers and speeches that appeared less than detailed, while electioneering slogans have glossed over a lack of depth of policy planning. The reformist agenda so far has been a little underwhelming.

When a leader’s communication and policy control falters, leadership capital – gifted to them by supporters, commentators and electors – declines. May’s problems are exemplified by the U-turn on social care policy, an embarrassing volte-face during an election campaign. As a poorly thought through policy, it apparently by-passed Cabinet and so damaged her relations, not only with colleagues, but also the grassroots members busy knocking on doors. May’s attempts to defend the policy left the party rather unhappy and less convinced by her competence. As Janan Ganesh argued

Her self-image as a firm leader hinged on her fidelity to this brave, contentious idea…Colleagues who defended her proposal in public, lobby interests who fought it and any EU negotiators tuning in from the continent will infer the same lesson: this prime minister is strong and stable, until you test her.

The social care climb down has not been an isolated incident. It follows a series of mistakes and retreats from National Insurance rise to the fundamental decision to hold a snap election. There is also a tendency towards blaming others in a crisis – whether the EU for leaking or her own Chancellor for the aborted National Insurance rise. Recent headlines perhaps tell us the reputational damage. George Osborne’s London Evening Standard editorial described May’s campaign as an ‘abortive personality cult’ that, after the ‘self-inflicted wound’ of social care, could be summed up as “Honey, I shrunk the poll lead.” The Times ran with the headline ‘Mrs May has been rumbled as not very good’ and Paxman, with a phrase that could haunt May, suggested she was a blowhard who collapses at the first sign of gunfire.

May appears set for a convincing win, if not a landslide. Her polling and personal ratings mean she retains more than enough leadership capital to make this victory her win – though expectations may make a smaller win rather Pyrrhic. Framed as the Brexit election, she can still present herself as the leader with the capital and mandate to see it through, but her personalised campaign has been dented under close scrutiny and in the face of an unexpectedly resilient opponent.

She may gain capital on the back of an election win, but expect her to lose capital in her relations with her own cabinet: collegiality has been with her own Chancellor, tension between her team and the Cabinet, muttering in the party over U-turns and mistakes. Aside from the deep rolling crisis that is Brexit, many other problems will still loom large on June the 9th: from Scotland to the too long neglected divisions and stalemate in Northern Ireland. May’s leadership capital could well diminish swiftly after her election victory. As she faces the huge complexity of Brexit, her skills are not so evident, her relations are frayed, and her reputation dented.

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This post first appeared on the LSE British Politics and Policy Blog on 1 June 2017.

Mark Bennister, Ben Worthy and Paul ‘t Hart are editors of a new collection of case studies The Leadership Capital Index: A New Perspective on Political Leadership published by Oxford University Press. See more on leadership capital in this paper here and their blog. You can also read more about the Leadership Capital Index here and read a more detailed analysis of Tony Blair and Margaret Thatcher.

Ben Worthy is Lecturer in Politics at Birkbeck College, University of London. He is the author of The Politics of Freedom of Information: How and why governments pass laws that threaten their power. You can read chapter 1 here.

Mark Bennister is Reader in Politics at Canterbury Christ Church University.