Executive Branch Essay Research Paper

Executive Branch Essay, Research Paper

The executive branch of our government is like a chameleon. To a startling degree it

reflects the character and personality of the President. Clark M. Clifford, 1972

Page 189.

Ford was not a natural administrator, but he a was an experienced political professional.

His practice was to steer clear of jurisdictional rivalries, avoid having confidants within

his cabinet, have private sources of advice outside the cabinet, leave “management and

program implementation to the department heads,: and encourage dissent when he was

making up his mind, but reserve the final decisions for himself. Page 120

Your motives will help maintain a positive outlook

Your speaking style and body language can be a liability. As was for Ford, who hit his

head while debarking from a helicopter and thereafter late-night television comedians

portrayed him as a bumbling incompetent. Page 120

Organizational Capacity —When we turn to the internal face of presidential leadership,

Eisenhower deserves the closest of attention. No other chief executive has entered the

White House with his organizational experience, and none has put comparable effort into

structuring his presidency. Eisenhower gave careful thought to finding the right

incumbents for the right roles. Once his aides were in place, he observed their

performance carefully, adjusting their responsibilities accordingly. Page 55

Public Communication —Of all of Eisenhower’s qualities, his political communication

style has least to command it to future chief executives. The preexisting public support

the popular IKE carried over into the White House made it unnecessary for him to sell

himself; his propensity to get results by indirection reduced his interest in public

persuasion; and his wartime achievements left him with no need to use his presidency to

establish a place in history. Page 54

Eisenhower was enormously popular with the American people from the period of his

service as supreme allied commander in Europe in World War II to his death in 1969, but

it was long held by students of American politics that his performance as chief executive

was largely a nonperformance. It was widely assumed that the policies of the Eisenhower

administration were made not by the amiable IKE but by his less-then-amiable secretary

of state, John Foster Dulles, and his stony-faced White House chief of staff, Sherman

Adams. Page 44

At U.S. Military Academy at West Point, New York, Eisenhower graduated sixty-first in

a class of 164. (so you don’t have to be smart to be president). Page 45

One facet of Roosevelt’s public leadership was his fireside chats–the low-key, almost

conversational radio broadcasts through which he explained his policies. In contrast with

presidents who inundate the nation with words, Roosevelt rationed his broadcasts. Page

16-17.

Master of Maneuver— No other president has been more politically proficient than

FDR,… with a legendary political network, and charm that could melt glaciers. Page 17.

(same as Clinton).

Emotional Intelligence— The politically gifted, emotionally challenged William

Jefferson Clinton provides yet another indication of the fundamental importance of

emotional intelligence in the modern presidency. Clinton’s political gifts enabled him

to thwart the Republican effort to remove him from office, but his psychic shortcoming

were debilitation. Assertions about the impact of an incumbent or recent president are

necessarily provisional, but Clinton seems certain to be recognized for moving the

Democratic party to the center of the political spectrum and for many incremental policy

departures. Yet he is also likely to be remembered as a politically talented

underachiever,… Page 188.

Nixon —His strengths included great intelligence, unbounded willingness to invest effort

in advancing his purposes, and an encyclopedic knowledge of politics. He had a shrewd

sense of power relations, keen insight into the psychology of others, and an instinctive

capacity to discern the possibilities for action in particular situations. He delighted in

making bold political moves and had a fascination with international affairs. Page 99

Nixon’s weaknesses arose from his deep-seated anger and feelings of persecution.

Much of his iron self-discipline went into masking his hostile tendencies, but they

periodically erupted, particularly when he was in the company of like-minded aides. He

also had a set of qualities that made him an anomaly in the world of politics: he was

highly introverted and socially awkward.. Page 99

Public Communication—Nixon was a “far from natural public speaker”. Page

106

Organizational Capacity— In the realm of organization, the Nixon White House provides

evidence of how staff arrangements need to be tailored to the occupant of the Oval

Office.

Page 106.

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