October 10, 2006 Guest today: Christina Martin Topics include: –Power –Leadership

What is Power? The ability to force someone to do something. A causes B to act, and B knows A has the “power.” Coercive. The ability to influence the actions of another. A persuades B to do something, though B is not aware of the persuasion. The structure of the sets of institutions, benefiting A over B, while neither is aware of the background relationship.

Diagrams of Power Leadership Diagram: The Median Voter The Committees Relative to the Floor

What is Leadership? Transformational Leadership Transactional Leadership

Lessons from Wilbur Mills Influence versus Power Leadership Types Instrumental – task master Affective – soothes internal tensions Mills saw his role as… Ensuring that W&M bills passed on the floor Generating compromise within committee (to ensure support for final product) Exchange Five bases of Influence: Expertise Legitimacy Rewards Reference Sanctions He’s got the votes.

Do… Determine the right role by analyzing and balancing: Personal strengths and weaknesses; Your mission; Needs of your district/state; Political circumstances. Define your role as: Legislative Insider; Party Insider; Ombudsman; Statesman; or Outsider. Members can “major” in one role and “minor” in another, but the two roles can’t be incompatible with each other. When faced with opportunities, ask yourself: “Does this opportunity or decision support the role I am carving out in Congress?” Don’t… Operate opportunistically without defining your role. Taking on too large a range of issues will frustrate all your efforts.

Legislative Insider Work through the committee structure. Interested in national attention Some motivated by ideology, some not “Practicing the Politics of what is possible.” Enjoy insider politics Building close ties with colleagues and using then for political ends Coalition building Using expertise Negotiating agreements Behind the scenes deals Category includes most committee & subcommittee chairs/ranking members Motivated to move up the ladder Tend to… Have discipline and focus Have excellent interpersonal skills Be good strategists Utilize committee structure, party hierarchy, national press and interests groups to advance their activities

Party Insider Promote power and ideology of Party Include leadership Devote time to electoral politics Political skills and savvy Seek out administrative/management duties Vote counting Fundraising Less interested in details of specific legislation Prefer “big picture” Seek out committees that offer political operative powers, such as Rules, Budget, Approps, Ways and Means

Ombudsman Primary focus is on creating strong image and record Focus on local and state issues Often motivated by electorally marginal seat Enjoy dealing with specific, manageable issues More interested in career within state than within Congress Methods… Membership on committees that provide funds/services to their communities Federal grants Working with state delegation Working with state and local parties Local and state media

Statesman “Do the right thing” Not driven by political expedience Advocate: legislative ends or procedural/institutional reforms Rise above the fray, but only when necessary Exercise both internal and external power Criticism is vocal, but not alienating They are.. Often policy wonks Excellent oral or written communicators Not fans of “schmoozing” Not interested in wielding partisan power Not junior members (although those can set the groundwork for this role)

Outsider Critics of the system Like Statesmen, but more bold/brash Tactics often generate resentment Choose public rhetoric over internal process Often lack interest or skill for other roles Lack patience Risk-seeking Transition from Outsider to Insider is difficult, but increasingly not impossible