Political Leadership: A Pragmatic Institutionalist Approach
In: Palgrave Studies in Political Leadership Ser
Intro -- Preface -- Acknowledgements -- Contents -- List of Figures -- List of Tables -- Chapter 1: Making Sense of the World -- 1.1 Making Sense of Philosophical Foundations -- 1.2 Making Sense of Scientific Realism -- 1.3 Making Sense of Pragmatism -- 1.4 Making Sense -- 1.5 Conclusion -- References -- Chapter 2: Making Sense of Leadership Outcomes -- 2.1 Making Sense of Leadership -- 2.2 Making Sense of Political Leadership -- 2.3 Making Sense of Institutionalism -- 2.3.1 The Ontology of Institutionalism -- 2.3.2 The Epistemology of Institutionalism -- 2.4 Making Sense of a Pragmatic Institutionalist Account -- 2.5 Conclusion -- References -- Chapter 3: The Psychological Effects of Presidential Institutions: written by David Doyle and Robert Elgie -- 3.1 The Perils of Presidentialism? -- 3.2 Why Is Presidentialism Perilous? -- 3.3 Testing the Perils of Presidentialism Under Laboratory Conditions -- 3.4 The Results -- 3.5 The Perils of a Certain Form of Presidentialism? -- 3.6 Conclusion -- References -- Chapter 4: Regime Types, Presidential Power, and Clarity of Economic Responsibility -- 4.1 Institutions and Clarity of Economic Responsibility -- 4.2 Cases and Variables -- 4.3 Clarity of Institutional Responsibility and Economic Accountability -- 4.3.1 Replicating Hellwig and Samuels: One-Party Government and Economic Accountability -- 4.3.2 Parliamentarism, Semi-Presidentialism, and Economic Accountability -- 4.3.3 Presidential Power and Economic Accountability -- 4.4 Conclusion -- References -- Chapter 5: Presidential Power and President/Cabinet Conflict -- 5.1 What Explains President/Cabinet Conflict? -- 5.1.1 Cases and Variables -- 5.1.2 Results -- 5.2 Under What Conditions Does Presidential Power Affect President/Cabinet Conflict? -- 5.2.1 Applying QCA to President/Cabinet Conflict -- 5.2.2 Results -- 5.3 Conclusion -- References