Political Leadership during a Policy Shift: The Effort to Revise the Sejong City Plan
1
조회
0
다운로드
3
인용
0
참고문헌
키워드
초록
To promote a controversial policy, a leader must find factors that are favorable to change, and neutralize (or minimize) the opposition to it. In advocating the revised Sejong City plan, the government, including the president, the prime minister, and an advisory panel, encountered deep-rooted opposition—initially from a minority within the ruling party, and then from residents of Chung-cheong Province and the opposition parties. The prime minister’s abrupt approach, without prior consultation with ruling party members, and his desperate yet hasty attempt to expand a policy coalition, was not able to reconcile the differences in this case. Incentives for opposing groups were not well established. The ruling party’s defeat in local elections made it even more difficult to move forward with the revised plan. Cognition theory, in particular a simplified version of Howard Gardner’s concept of seven levers for changing minds, provides a useful analytical tool for understanding this case.
Abstract
To promote a controversial policy, a leader must find factors that are favorable to change, and neutralize (or minimize) the opposition to it. In advocating the revised Sejong City plan, the government, including the president, the prime minister, and an advisory panel, encountered deep-rooted opposition—initially from a minority within the ruling party, and then from residents of Chung-cheong Province and the opposition parties. The prime minister’s abrupt approach, without prior consultation with ruling party members, and his desperate yet hasty attempt to expand a policy coalition, was not able to reconcile the differences in this case. Incentives for opposing groups were not well established. The ruling party’s defeat in local elections made it even more difficult to move forward with the revised plan. Cognition theory, in particular a simplified version of Howard Gardner’s concept of seven levers for changing minds, provides a useful analytical tool for understanding this case.
참고문헌 (25)
- Burns, J. M., "Leadership" (1978), Harper
- Burns, J. M., "The power to lead" (1984), Simon & Schuster
- Chosun Daily, "May 13, 2010", ~ (2010)
- Fuchs, F., "Historical legacies, institutional change, and policy leadership", Theory and Society, 39(1), pp.69~107 (2010)
- Gardner, H., "Changing minds" (2004), Harvard Business School Press
- Heifetz, R. A., "Leadership without easy answers" (1994), The Belknap Press of Harvard University
- Heinz, E., "Economic conditions and electoral out-comes" (1985), Agathon
- James, L., "Punctuated-equilibrium theory, in Theories of the policy process" (1999), Westview Press
- Jogulu, U. D., "Culturally-linked leadership styles", Leadership and Organizational Development Journal, 31(8) (2010)
- Jones, B. D., "Leadership and politics" (1989), University Press of Kansas
- Kernell, S., "Going public: New strategies of presidential leadership" (1986), Congressional Quarterly
- Kyunghyang Daily, "May 27, 2010", ~ (2010)
- Laswell, H. D., "Psychopathology and politics" (1960), Viking Press
- Mintrom, M., "Advocacy coalitions, policy entrepreneurs, and policy change", Policy Studies Journal, 24(3), pp.420~434 (1996)
- Moe, T., "The organization of interests" (1980), University of Chicago Press
- Neustadt, R. E., "Presidential power: The politics of leadership" (1960), Wiley
- Neustadt, R. E., "Presidential power: The politics of leadership from FDR to Carter" (1980), Wiley
- Office of the Prime Minister, "White paper: Sejong city revision, the panel" (2010), The Prime Minister’s Office
- Selznick, P., "Institutionalism “old” and “new.”", Administrative Science Quarterly, 41, pp.270~277 (1996)
- Sims, H. P., Jr., "The new leadership paradigm" (1992), Sage
- Stone, D., "Policy paradox: The art of political decision making" (2002), Norton
- Strock, J. M., "Reagan on leadership" (1998), Prima Publishing
- Tucker, R. C., "Politics as leadership" (1995), University of Missouri Press
- Weatherford, M. S., "Comparing presidents’ economic policy leadership", Perspective on Politics, 7(3) (2009)
- Zander, R. S., "The art of possibility: Transforming" (2000), Harvard Business School Press