I’ve never been a fan of the idea of leadership. This hagiographic portrait of Campbell Newman by Griffith University political scientist Paul Williams illustrates the problem. He describes Newman’s approach to policy execution as following the army’s ” “Task, Group, Individual” paradigm” and is fulsome (in all senses of the word) in his praise, concluding
Whether you support or oppose Newman’s policy choices, the evidence is the Premier is not engaging in random reactionary politics but, rather, adhering to a considered leadership plan. In the end, that’s all anyone can ask.
* We would reasonably ask that Newman should adhere to his election commitments which promised public servants their jobs would be safe.
* We could reasonably ask that basic rights like freedom of association should be preserved
* We could reasonably ask that our government should not spend millions of dollars of our money pushing claims about asset sales that no economist (not even strong advocates of privatisation) accepts.
If “leadership” meant persuading the public of the merits of particular policies, there would be a lot to be said for it. But, invariably, “leadership” means ramming through policies that voters don’t want, and hoping they will forget by the next election. In these circumstances, I’d prefer random reaction to a considered plan to do the opposite of what you promised.
fn1. One of its sadder outings was Labor’s doomed 1996 election campaign, which for some reason added a full stop to the word for its slogan. The sight of a “Leadership.” banner sagging to the floor on election night said it all.
fn2. I’ve long had the idea of writing a book on “followership”, on the general model of The Good Soldier Schweik. The key idea would be that a good follower makes sure that the leader is between them and whoever is shooting at them.