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Making Sense of Leadership Outcomes

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Political Leadership

Part of the book series: Palgrave Studies in Political Leadership ((PSPL))

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Abstract

We show how contemporary scholars have tried to make sense of the study of political leadership and present our institutional theory of leadership outcomes. We establish the basic interactionist paradigm within which the study of leadership outcomes is generally conducted. We show how this paradigm is consistent with both a scientific realist foundation and a Peircean form of American pragmatism. We present an institutional account of political leadership. We are interested in how leadership institutions can help to explain political outcomes. We show how an institutional approach provides us with the conceptual tools to make at least modest claims about the causes of leadership outcomes.

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Notes

  1. 1.

    For example, Peirce contrasts the method of science to the method of tenacity, which simply means ignoring sources of doubt, and the method of authority, which means believing someone in a position of authority (Talisse and Aikin 2008: 18).

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  1. Dublin City University, Dublin, Ireland

    Robert Elgie

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  1. Robert Elgie
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Elgie, R. (2018). Making Sense of Leadership Outcomes. In: Political Leadership. Palgrave Studies in Political Leadership. Palgrave Macmillan, London. https://doi.org/10.1057/978-1-137-34622-3_2

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