Heads of Government, ‘Toe-Holders’ and Time Limits

Abstract

One of the most celebrated candidates for a diagnosis of Hubris Syndrome (HS) (redefined here by as a ‘personality change’) is President Franklin D Roosevelt. He came close to developing HS in February 1937, when he tried and failed to add more justices to the Supreme Court to end the unfavourable rulings that were obstructing the progress of his New Deal legislation. This chapter examines the factors that influence the development of HS. In Roosevelt’s case, a protective factor was his tendency to allow himself to be criticised by close confidantes and advisors, including his secretary Missy LeHand, and his wife Eleanor, whose access to him at the critical time is mirrored in history by that of Clementine Churchill to Britain’s wartime Prime Minister. The role of these independent and influential close relationships has been referred to as that of a ‘toe-holder’. In this chapter, Owen describes the characters and techniques of Roosevelt’s toe-holders, and contrasts the role in the life of a powerful individual with that of mentor. The other important factor is the duration of the tenure of power: the 22nd amendment to the US Constitution, limiting an elected president to two terms, a maximum of eight years, in office, was passed after Roosevelt had died a few months into his fourth term in the White House. It is notable that prolonged tenure of office, which is widespread in African and former Soviet countries, is often viewed critically, though few other countries (the UK included) still have no statutory safeguard against it. A strong case be made for a Limitation of Period in Office bill, and a similar approach of routine five-year assessments after may protect business from the potential damage of hubristic chief executives.