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Public Governance and Leadership pp 95–116Cite as

Blair and Governance

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Abstract

There is much talk of a ‘Blair Presidency’.1 Although people are not always clear about the meaning of this expression, it commonly refers to the centralisation of power on the prime minister and his office at No. 10 Downing Street. However, even as people tell tales of a centralised Blair presidency, they also tell stories of fragmented British governance; of the unintended consequences and failures of policy making. This chapter explores the paradox between presidential claims and governance failure. It is an exploration of the limits to public leadership.

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Authors and Affiliations

  1. Distinguished Professor of Political Science Director of the Research School of Social Sciences, Australian National University, Canberra, ACT, Australia

    R. A. W. Rhodes

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  1. R. A. W. Rhodes
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Editors and Affiliations

  1. Helmut-Schmidt-University, Hamburg, Germany

    Rainer Koch (Professor of Public Management Faculty of Economics and Social Sciences) (Professor of Public Management Faculty of Economics and Social Sciences)

  2. University of Plymouth, Plymouth, UK

    John Dixon (Professor of Public Policy and Management Faculty of Social Sciences and Business) (Professor of Public Policy and Management Faculty of Social Sciences and Business)

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© 2007 Deutscher Universitäts-Verlag | GWV Fachverlage GmbH, Wiesbaden

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Rhodes, R.A.W. (2007). Blair and Governance. In: Koch, R., Dixon, J. (eds) Public Governance and Leadership. DUV. https://doi.org/10.1007/978-3-8350-9100-9_5

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