Authorizing Political Leaders

By recognizing responsibility-G1 people naturally participate in the 7 arenas of social/political commitment …

… which are sustained and developed by those who feel obligated to use pressure to make a difference:

In doing political work-G2, these political players become adept at using some of the 6 instruments of pressure …

… which are sustained and developed by self-interestedly taking advantage of emerging crises:

By using crises-G3, the political organizers harness one or more of the 5 drivers of political mobilization …

… which are sustained and developed by formally pursuing 4 sources of policy for government and society:

In commissioning inquiries-G4, government and society expect to benefit from 4 sources of policy ideas …

… which are sustained and developed by openly ensuring their adaptation and authorization to produce solutions for society:

By determining authorization-G5, society hopes for definitive viable choices from the 3 shapers of political solutions…

… now read on:

Function: To affirm the group’s values and actively pursue the interests of its members.

Method: The process may be simple: the group elects their leader for a pre-determined period; or it may be tiered: a leadership group of elected-leaders (representatives) elects a Chairman as primus inter pares.

Power Source: Group strength.

Work Style: Dynamic, pragmatic, biased.

Motivators: Wish for attention, feelings of power, readiness to embody popular strivings.

Control: Leaders dislike and reject controls of any sort.

Support: Constituents.

Personal Benefit: Power and financial perks.

• Territorial: There are often 2-3 levels of progressively larger natural social territories and hence tiers of political organization (and government). It follows that people elect more than one person to represent or lead their local community.

In addition, groups of all sorts within society elect officials, expecting them to show leadership on their behalf. There are 2 main types:

• Self-interested: membership-based organizations like industry groups, labour unions, professional associations.
• Socially-oriented: reform-generating bodies like campaigning groups, advocacy bodies, issue-based organizations.

Function: To uphold and adapt society’s current values and beliefs while applying capabilities, knowledge and expertise to discharge specified responsibilities.

Method: Often a number of high-level appointments are made (e.g. to a council or to the judiciary), while sometimes the most senior appointee makes the additional appointments (e.g. in a servicing agency).

Power Source: Current values and social structure.

Work Style: Impartial and independent.

Motivator: Exercise of personal capabilities in service.

Control: By the governing establishment.

Support: Colleagues closing ranks.

Personal Benefit: High social status: prestige and respect.

Function: To respond to needs emerging in communities, either territorial or based on interest and practice.

Method: None—process is situational, ad hoc and informal.

Power Source: An inner sense of what is right supported by an incipient or flourishing social movement.

Work Style: Focused, and takes the moral high ground.

Motivator: Moral fervour.

Control: Minimal. The followers are grateful and unwilling to question, while wider society and the establishment lack levers and get anxious. The establishment strives to mitigate or neutralize effects by co-option and integration into the «normal» power system.

Support: Ordinary people responding spontaneously to the leader’s message.

Personal Benefit: Personal fulfilment and social recognition.