Handout: Prime Ministerial Leadership Style

by
18th August 2015
Print Friendly, PDF & Email

Prime Ministerial Leadership Style

Margaret Thatcher

  • Most dominant PM in recent history
  • Won three elections with large majorities
  • Chose Cabinet members to support her own views
  • Reduced importance of collective Cabinet decision making
  • Consulted own advisers rather than take departmental advice
  • Insisted in pushing through unpopular policies against the advice of colleagues
  • Seen as autocratic and dogmatic
  • Lost support of Cabinet colleagues
  • Forced to resign after being challenged in a leadership contest.
John Major

  • Greater use of Cabinet to discuss policies and make decisions
  • Greater mix of opinions represented in the Cabinet
  • More emphasis on consensus and collegiality
  • Won one election in 1992 with a relatively small majority
  • Faced frequent policy disagreements within party, especially over Europe
  • Government perceived as weak, directionless and divided.
  • Major seen as boring, weak and not in control of the party
  • Defeated in election in 1997 after splits in policy and allegations of sleaze in the party
Tony Blair

  • Won a landslide victory in 1997 after forcing major reforms through Labour Party
  • Reduced length and frequency of Cabinet meetings
  • Major emphasis on presentation and media image
  • Accusations of excessive control over party and “spin”
  • Gave considerable power to Chancellor of the Exchequer, Gordon Brown, in economic policy
  • Led party to a second major victory in 2001 and again with a reduced majority in 2005
  • Began to lose support of party members and backbench MPs after decision to support US-led invasion on Iraq and controversial policy decisions on education and health
  • Announced in 2005 he would step down before the next election
Gordon Brown

  • Seen as “unflashy” compared to Blair. A skilled politician who dealt confidently with a series of problems soon after taking office (terrorism, foot and mouth, floods).
  • Initially seen as a decisive leader but planned to call a quick election in 2007 to secure his position but after weeks of speculation he called it off after opinion polls showed he was losing support. The press claim that he “bottled” it.
  • Seen as dour, remote, robotic and cold when dealing with the public and not good at communicating his ideas, accused of having a violent temper and being a bully.
  • Depended too much on a small group of advisers. Had to deal with several challenges to his leadership from other party members and the resignations of Hazel Blears, Jacqui Smith and James Purnell
  • Seen by many as too concerned with the global economic crisis rather than issues the public were concerned about. Press become very critical.
  • Numerous gaffes e.g. during the election campaign he refers to pensioner Gillian Duffy as “that bigoted woman” after not realising his microphone was still on…

 

0 Comments

Leave a Reply

This site uses Akismet to reduce spam. Learn how your comment data is processed.