- List of Contributors
- Puzzles of Political Leadership
- Western Political Thought
- Theory of Democratic Leadership
- Political Science
- Public Administration
- Political Psychology
- Psychoanalytic Theories
- Social Psychology
- Rational Choice Approaches to Leadership
- Institutional Analysis
- Contextual Analysis
- Decision Analysis
- Social-Constructionist Analysis
- Rhetorical and Performative Analysis
- Experimental Analysis
- Observational Analysis
- At-A-Distance Analysis
- Biographical Analysis
- Personality Profiling Analysis
- Civic Leadership
- Party and Electoral Leadership
- Populism and Political Leadership
- Performative Political Leadership
- Political Leadership in Networks
- Political Leadership in Times of Crisis
- Leadership and the American Presidency
- Presidential Communication from Hustings to Twitter
- Executive Leadership in Semi-Presidential Systems
- The Variability of Prime Ministers
- The Contingencies of Prime-Ministerial Power in the UK
- Prime Ministers and their Advisers in Parliamentary Democracies
- Cabinet Ministers: Leaders, Team Players, Followers?
- Local Political Leaders
- Regional Political Leadership
- Leadership and International Cooperation
- Leadership of International Organizations
- Political Leadership in China
- Latin American Leadership
- Post-Communist Leadership
- African Political Leadership
- Can Political Leadership be Taught?
- Does Gender Matter?
- What Have We Learned?
- Name Index
- Subject Index
Abstract and Keywords
Whether it is to provide external interests with a say in decision-making (or at least to be seen to be doing so) or to improve the quality of policy decisions, all political executives need advice. Not only do prime ministers require advice; they also sit astride institutions that provide it, institutions that can be actively shaped and reshaped according to a prime minister’s own leadership styles and needs. This chapter focuses on the relationship between prime ministers in parliamentary systems and the formal and conventional arrangements from which advice flows. It describes the context in which the literature on prime-ministerial advisory structures sits; it introduces key ideas, concepts, and debates; it identifies major contributions to the scholarship; it assesses the current stock of knowledge regarding advisory systems; and it suggests areas for future research.
Chris Eichbaum is Reader in Government and Deputy Head of School in the School of Government at Victoria University of Wellington in New Zealand. His research interests include the role of political staff in executive government, governance and public administration reform, and the politics of central banking. He and Richard Shaw have collaborated on an edited volume, Partisan Appointees and Public Servants: An International Analysis of the Role of the Political Adviser. In 2008 he was appointed as a non-executive Director to the Board of the Reserve Bank of New Zealand.
Richard Shaw is an Associate Professor in Politics at Massey University in Palmerston North, New Zealand. With Chris Eichbaum he has published widely on the various consequences of the growth in the numbers of political advisers in Westminster executives. His most recent publication, concerning the institutional consequences of the public value approach to public management, will appear in a forthcoming edition of Public Management Review (http://www.tandfonline.com/doi/full/10.1080/14719037.2012.664017).
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