Abstract
The previous chapter detailed a model of what a leader informed by the neorealist logic that states ought to balance against material capability paired with malevolent intention would have done in each of the core function areas of leadership: diagnosis, prescription, and mobilization. This chapter offers a detailed account of the tenure of Stanley Baldwin1 as it relates to decisions on armaments and defense and compares his performance in practice with those of the leader informed by the terms of the null hypothesis presented in the previous chapter.
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Notes
Keith Middlemas and John Barnes, Baldwin: A Biography (London: Weidenfield and Nicolson, 1969), 732.
Michael Howard, The Continental Commitment (London: Temple Smith, 1972), 113.
Middlemas and Barnes, Baldwin, 757. Similarly, Thomas Jones, a close friend and confidant of Baldwin’s, writes the following to a friend of his in America on March 1, 1934: “At any rate, rightly or wrongly, all sorts of people who met Hitler are convinced that he is a factor for peace.” See Thomas Jones, A Diary with Letters: 1931–1950 (London: Oxford University Press, 1954), 125.
G.M. Young, Stanley Baldwin (London: Weidenfeld & Nicolson, 1976), 200.
C.T. Stannage, “The East Fulham By-Election, 25 October 1933,” The Historical Journal 14, no. 1 (1971): 183.
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© 2010 Ariel Ilan Roth
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Roth, A.I. (2010). Leader. In: Leadership in International Relations. Palgrave Macmillan, New York. https://doi.org/10.1057/9780230113534_4
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DOI: https://doi.org/10.1057/9780230113534_4
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