By Ken Endo (auth.)
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Extra resources for The Presidency of the European Commission under Jacques Delors: The Politics of Shared Leadership
CONCLUSIONS Any leadership study has as its cornerstone the presumed impact of leaders. Yet, it is evident that the leaders’ ‘impact’ per se is difﬁcult to analyse. Based on the works of Edinger, Blondel, Cole, Elgie and Jones, this chapter proposes the following: – to shift the focus to the structure of resources and constraints; – to divide the structure into three dimensions: institutional, situational and personal, thus setting the general parameters to be referred to; – to observe the movements of the resource-constraint structure across a variety of attempted leadership cases.
A large scale regime change, such as the transition from the Fourth Republic to the Fifth in France led by Charles de Gaulle, or a revolutionary movement inspired by Mao Zedong, may also be slightly more difﬁcult to fully explain with the present scheme, because they did not owe so much to the positional resources as to their own personalities themselves. However, these are exceptions. The vast majority of political leadership involve the leaders with more or less institutionalised power structures, in more stable situations (less ﬂux), and with less prominent personalities.
In comparison to external events and public expectations, a ‘power situation’ would be less difﬁcult for a leader to handle through direct interactions with other actors and organs. Thus situations can be seen as three concentric circles, depending on the leader’s controllability: external events, general climates of expectations and power situations (Norton 1987: 339–42). Personal Resources and Constraints Individual ofﬁce-holders differ in their personal predispositions, which may have a varied impact on their leadership performance.
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