«Le chef gagne tous les jours de nouveaux sujets» : pouvoir, leadership et organisation sociale chez les Algonquins des lacs Abitibi et Témiscamingue au 19e siècle.

Cette thèse cherche à documenter le changement culturel vécu par les Algonquins des lacs Abitibi et Témiscamingue au 19e siècle, à partir d'une démarche ethnohistorique. Le changement culturel autochtone est souvent perçu comme ayant été défavorable et produit sous l'effet de la contrainte. Cette thèse montre que le contexte changeant du 19e siècle a offert des opportunités permettant aux Algonquins d'apporter des solutions nouvelles à d'anciens problèmes pour lesquels il n'existait pas de solution autrefois. Bien que cette période corresponde à l'amorce de la dépossession territoriale des Algonquins, on n'y observe pas, à cette période, de stress environnemental ayant pu induire ces changements. Cette étude se fait sous le concept unificateur du pouvoir. Le pouvoir dans la conception algonquine est une qualité intrinsèque, qui peut fluctuer au cours d'une vie. Il est manifeste par l'habileté d'une personne à faire fléchir le sort en sa faveur et à déjouer l'infortune. Il est également transmissible à l'intérieur de certaines familles. Au début du 19e siècle, certaines personnes étaient réputées détenir beaucoup de pouvoir et leur leadership ne pouvait être remis en question. Ainsi, il existait des chefs héréditaires et des chamanes puissants et parfois craints. J'avance qu'après l'introduction du catholicisme, les Algonquins ont utilisé cette religion pour se prémunir contre un pouvoir perçu comme démesuré. Ils ont également pris l'initiative de mettre en œuvre le mode de scrutin prévu à la Loi sur les Indiens afin de désigner des chefs choisis pour leur compétence et éloigner des personnes craintes ou incompétentes. Ils ont également mis en place des mesures de protection, évitant de concentrer trop de pouvoir entre les mains d'un chef élu. Le siècle a vu émerger une place plus grande pour la bande comme entité sociale algonquine. En effet, les rassemblements estivaux au niveau de la bande se sont amorcés à cette période, d'abord en conséquence de la participation aux brigades de transport des marchandises, puis à la tenue estivale des missions catholiques. À la fin du siècle, les chefs se sont vus attribuer un pouvoir de représentation politique très grand et ont joué un rôle social grandissant au niveau de la bande.

Absent From the Convention: Libraries, Law and Political Philosophy: John Adams and Thomas Jefferson

Presentation by Professor Mary Sarah Bilder, as commentator, at the conference "John Adams & Thomas Jefferson: Libraries, Leadership & Legacy," held in Boston and Charlottesville, June 21-17, 2009.

Leadership and performance in multicultural business environments a qualitative study in German-Colombian teams

Multicultural leadership is a topic a great interest in nowadays globalized work environment. Colombia emerges as an attractive marketplace with appealing business opportunities, especially for German enterprises. After presenting Colombia’s current political, social and economic situation, the thesis elaborates the complex subject of cultural differences while focusing on the peculiarities of German and Colombian national cultures. The resulting implications for a team’s collaboration and leader effectiveness are theoretically supported with reference to the landmark studies of Hofstede and GLOBE. By utilizing semi-structured interview techniques, a qualitative research enriches the previous findings and gives an all-encompassing insight in German-Colombian teamwork. The investigation identifies distinctive behavioral patterns and relations, which imply challenges and factors of success for multicultural team leaders. Finally, a categorical analysis examines the influence of cultural traits on team performance and evaluates the effectiveness of the applied leadership style.

Organisational politics: reconciling leadership's rational-emotional paradox

Purpose – Effective leadership action requires managers to harness power that is intrinsically political. This paper aims to study and characterise the political nature of a manager's behaviour when taking leadership action. Design/methodology/approach – The methodological approach is qualitative and examines three organisations over a three-year period when these entities experienced a major product failure. The paper analyses the actual managerial behaviour of managers and provides insight into the factors that most strongly influence the effectiveness of managers when taking leadership action. Findings – Political behaviour when taking leadership action can be conceptualised in terms of rationality and emotionality. In so doing, it can be clarified how behaviour must be modified to ensure that leadership action is consistently effective. Research limitations/implications – A case study of three multinational engineering companies engaged in the design, development and manufacturing of turbomachinery provides the platform for the research. The concepts presented in the paper will require validating in other organisations of different demographic profiles. Practical implications – The concepts presented and the implications discussed provide insight into the political nature of managerial behaviour when taking leadership action. The paper highlights the practical steps individual managers can embrace to ensure that their behaviour is appropriate to context, even under the most traumatic situations. Thus, the paper provides managers with a model that facilitates effective leadership action. Originality/value – This paper provides insight into how managers behaved in circumstances that mattered to them. Through immersion in events at the time they took place, the authors captured situations in which managers were under real pressure and, in so doing, avoided the bias inherent when interviewing a manager about past events. As such, the paper concludes that the political behaviour in which managers engage when taking leadership action is rooted in the reality of the adversity that the most capable managers have both experienced and overcome. This detailed study reports behaviour in a situation where managers' business and future prospects were in jeopardy. This paper identifies why some managers were able to use the experience positively, helping them to adopt politically intrinsic behaviour to facilitate effective leadership action.

Parliamentarians and corruption in Africa: the challenge of leadership and the practice of politics

This report, compiled on behalf of the African Parliamentary Network Against Corruption (APNAC), surveys the attitudes of African parliamentarians toward corruption. It is the first study of its kind to investigate the manner in which corruption impacts directly upon the political behaviour, practices and attitudes of those elected members sitting in parliaments across the continent. If the problems of corruption are to be tackled in the African continent, then the role of elected members of legislative assemblies will surely be a crucial factor.

Do inspections of schools influence head teachers’ leadership?

This paper seeks to describe and discuss the impact of inspections of schools in Sweden. It outlines the political context, based on New Public Management (NPM) theory, according to what role the Schools Inspectorate is supposed to play in order to govern and control. Attention is also devoted, referring an on-going case study, to how inspections influence head teachers and their leadership in their everyday work.   Reports from the Schools inspectorate are public. This forces both politicians and head teachers to take measures. In this case, the head teachers perceived that the inspection reports confirmed what they already knew, but it also gave them an alibi and a tool to push their teachers to take part in everyday school development work. During the first year after the inspection the head teachers mainly strived to adjust formal deficiencies in local steering documents. However, some of the deviations reported from the Schools inspectorate are regarding pedagogical problems that are complicated and difficult to handle. As interventions in many cases will show up much later the results are, for example as increased goal fulfilment, in this case, still an open question. Nevertheless, it seems obvious that the Schools Inspectorate must be seen as a result of the governing philosophy that denotes New Public Management NPM).

The impact of mayor leadership on education: evidence from Brazil

What are the impacts of female mayors on education? It is well known that in Brazil, like in many other countries around the globe, women are underrepresented in political posts. Understanding the impacts of this discrepancy on policy choice and redistribution across many areas of inquiry is, therefore, an important research endeavor. Extant literature shows a strong link between women and the economic development of the areas they govern, specifically that they provide public goods relevant to the needs of women constituents. However, despite the efforts to explore the impacts of gender political leaders, we still do not know what is the consequence of gender on policy outcomes. Exploring a rich dataset on Brazilian municipalities, I intend to enrich the literature on the role of female politicians on politics. I employ a regression discontinuity design using Brazilian elections and indicators on education based on the basic education development index (IDEB), education expenditures and local policies. I find that municipalities where a woman enters into power do not perform better on education and do not present more investments or policies to improve education.

The misconception of political lessons : how UMNO perceives the fall of LDP in Japan

2012 marks the thirtieth anniversary of Malaysia’s Look East Policy (LEP). This article argues that the strong relationship between Malaysia and Japan is stimulated by symbiotic ties binding together both countries’ respective major political parties, viz. the United Malays National Organisation (UMNO) and the Liberal Democratic Party (LDP). UMNO, especially under the leadership of Prime Minister Mahathir Mohamad (1981-2003), derived political lessons from developments affecting LDP in Japan. Two forms of lessons may be discerned. First, emulation of Japan’s success in economic development, which become the basis of LEP launched in 1981. Second, on which our article focuses, lessons from the failure of LDP to retain power twice in 1993 and 2009. Since 1993, DP’s defeat has been a poignant reminder for UMNO to be in alert mode in facing any electoral possibility. When LDP was again ousted from power in 2009, UMNO was a most psychologically affected party owing to the unprecedented setback it suffered at Malaysia’s Twelfth General Elections (GE) of 2008. Yet, although LDP’s reversal of fortunes served as a landmark for UMNO in situating changes to its trajectory since 1999, the analogical reasoning and political lessons applied by UMNO leaders were, to a large extent, flawed. Arguably, politicians frequently do misjudge in analogising between different situations which at a glance seem to be comparable.

Lessons from the Great War: Failure of leadership. CEPS Commentary, 1 July 2014

In his reflections on the intervening century since the start of the First World War, Erwan Fouéré acknowledges that the EU has brought enormous benefits to its citizens by extending the frontiers of peace and security to include 28 member countries. At the same time, however, he warns that the voices of populism are trying to destroy its very foundations and calls upon the European Union to work much harder at showing that the integration project is both vital and necessary for continued peace and prosperity in Europe.

EU actorness and effectiveness under political pressure at the Copenhagen climate change negotiations

This paper analyses the extent of European Union (EU) actorness and effectiveness at the fifteenth United Nations Framework Convention on Climate Change (UNFCCC) Conference of the Parties (COP) meeting in Copenhagen in December 2009. For over a decade the European Union has been characterised as a leader in international climate policy-making and as an important actor in international climate change negotiations. The COP15 meeting in Copenhagen has overall brought about disappointing outcomes, especially from the perspective of the European Union. This casts doubts on EU leadership and begs the question of what has happened to EU actorness and effectiveness in this field. In terms of actorness we take Jupille and Caporaso (1998) as a point of departure and then specify a more parsimonious actorness framework that consists of cohesion and autonomy. Effectiveness (i.e. goal attainment) is seen as conceptually separate from actorness. Effectiveness is conceptualised as the result of actorness conditioned by the ‘opportunity structure’, i.e. the external context (of other actors, events and ideas) that enables or constrains EU actions. We hold that the EU’s actorness has been only moderate, especially given somewhat limited preference cohesion. In terms of the opportunity structure in Copenhagen we argue that the high degree of politicisation constrained the EU’s ability to negotiate and thus to attain its goals. Another external factor that had a substantial adverse impact on the EU’s effectiveness at the Copenhagen negotiations was the strong involvement of other actors with rather different positions, namely the United States (US) and the BASIC countries (Brazil, South Africa, India, and China).

Challenges and new beginnings: Priorities for the EU’s new leadership. EPC Challenge Europe Issue 22, September 2014

THIS DOCUMENT CONTAINS A COLLECTION OF ARTICLES WHICH ARE AVAILABLE ON THE ARCHIVE AS SEPARATE ARTICLES. There has been a lot of attention on the current transition of power taking place in Brussels. The new EU leadership will be confronted with a number of internal and external challenges. They will have deal with economic stagnation, the negative effects of fragmentation and the need to increase the Union's legitimacy. There is no better moment to take stock of the ‘state of the Union’ and to look ahead into the next European political cycle (2014-2019), focusing not on personalities but on content: what challenges do we face and what should the EU focus on in the coming years? These new beginnings will encounter new challenges, and who better understands the issues than some of the key players in European politics. Challenge Europe brings these players together and explores what social, political and economic challenges are facing Europe, and its’ citizens.

Renewal through international action? Options for EU foreign policy. CHALLENGE EUROPE Issue 22 - Challenges and new beginnings: Priorities for the EU’s new leadership. September 2014

The time has come for the EU to become more curious of the world around it, open and receptive to different ideas, and more articulate and thoughtful about its own. This is a somewhat anthropomorphic description of what would be needed to 'mature' into a global actor. The EU has promoted and managed globalisation while pretending that its political dimension would not require attention. This has led to it punching below its weight globally. Now it is abundantly clear that the systemic weaknesses of globalisation require international action and that the management of internal affairs cannot be divorced from the external context: decision time has come.

The need for a New Pact. CHALLENGE EUROPE Issue 22 - Challenges and new beginnings: Priorities for the EU’s new leadership, September 2014.

During the last political cycle (2009-2014), the European Union (EU) went through the worst crisis of its history. In the months and years to come, the new EU leadership and Member States will have to take major decisions if Europeans want to sustainably overcome the crisis, prepare themselves for the manifold internal and external tests ahead, and provide the grounds for Europe to exploit more of its potential and meet the needs and expectations of citizens. The outcome of this venture is unclear considering the 'state of the Union' and the current mood in Brussels and national capitals. But one thing seems rather certain: to generate active support from citizens and elites, future developments at European and national level need to be driven by confidence and renewed ambition and not, as in the past years, by fear first – fear of a euro implosion; or of an involuntary exit from the common currency with unforeseeable consequences. In order to take strategic decisions about the Union's future, there is a need to identify and address the key challenge(s) and provide a coherent and holistic response on the grounds of an ambitious but at the same time pragmatic 'package deal', taking into account the diverging interests of Member States and their citizens. But what is the state of affairs, what is the key strategic challenge and how can the new EU leadership cope with it in the next political cycle (2014-2019)?

State of the Union and key challenges for Europe's future. CHALLENGE EUROPE Issue 22 - Challenges and new beginnings: Priorities for the EU's new leadership, September 2014.

In the last five years deep cracks have appeared in the European project. The 'euro-area crisis' triggered by a severe global financial and economic crisis has put European integration to a major test, more profound than ever before. The experience of recent years has revealed and exacerbated significant deficiencies in the European Union's (EU) economic and political construction. At time it has cast doubt on fundamentals of the European project and raised questions about whether Europe will be able to deal effectively not only with the immediate crisis, but also with the many other serious socio-economic, politico-institutional, societal and global challenges that Europe is and will be confronted with. At the start of a new institutional-political cycle (2014-2019) and while the crisis situation has for a number of reasons improved significantly since the summer of 2012, at least in systemic terms, the Union's new leadership and Member States will now have to take strategic decisions about the future of European integration.

Debating the European debt crisis: Government leadership, party ideology and supranational integration as focal points of parliamentary debates in Austria, Germany and the United Kingdom. ACES Cases No. 2012.3

Parliamentary debates about the resolution of the EU debt crisis seem to provide a good example for the frequently assumed “politicizationˮ of European governance. Against this background, the paper argues that in order to make sense of this assumption, a clearer differentiation of three thematic focal points of controversies – with regard to the assessment of government leadership, concerning the debate between competing party ideologies within the left/right dimension, and with regard to the assessment of supranational integration – is needed. Applying this threefold distinction, the paper uses a theory of differential Europeanization to explain differences in the thematic structure of debates in the Austrian Nationalrat, the British House of Commons, and the German Bundestag. Empirically, the paper is based on data gained from the computer-based coding of plenary debates about the resolution of the European debt crisis between 2010 and 2011.