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The Leadership Capital IndexA New Perspective on Political Leadership$
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Mark Bennister, Ben Worthy, and Paul 't Hart

Print publication date: 2017

Print ISBN-13: 9780198783848

Published to Oxford Scholarship Online: June 2017

DOI: 10.1093/oso/9780198783848.001.0001

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PRINTED FROM OXFORD SCHOLARSHIP ONLINE (oxford.universitypressscholarship.com). (c) Copyright Oxford University Press, 2020. All Rights Reserved. An individual user may print out a PDF of a single chapter of a monograph in OSO for personal use. date: 24 November 2020

(Mis)Managing Leadership Capital

(Mis)Managing Leadership Capital

Canadian Prime Ministers

Chapter:
(p.144) Chapter 8 (Mis)Managing Leadership Capital
Source:
The Leadership Capital Index
Author(s):

Jonathan Malloy

Publisher:
Oxford University Press
DOI:10.1093/oso/9780198783848.003.0008

This chapter applies the Leadership Capital Index (LCI) to Canada, focusing on the experience of two recent prime ministers, Paul Martin and Stephen Harper. While leadership capital may initially seem less important in the Canadian system, where leaders appear all-powerful with few party or parliamentary restraints, it remains important in explaining how leaders adapt, or fail to adapt, to their circumstances. The chapter contrasts two recent prime ministers, Stephen Harper and Paul Martin, and demonstrates their very different accumulation and spending of leadership capital. Martin came into office with overwhelming popularity, but failed to meet expectations and squandered his leadership capital and projection of authority. Harper began under more modest circumstances but carefully built and husbanded his leadership capital to achieve long-term success.

Keywords:   Canada, party leadership, brokerage parties, minority government, Paul Martin, Stephen Harper

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