Transformational and Transactional Presidents
During the 20th century, the United States went from being a second rate power to becoming the world’s sole superpower. Did leaders matter?
Research
Women as Political Leaders Worldwide: Barriers and Opportunities
This edition of Women and Elective Office offers the latest research on women as candidates and officeholders.
U.N. Funding is a Small Price for Peace
After Iraq and Afghanistan, the US appetite for foreign interventions is about as low as it’s ever been.
Looking for Audience Costs in all the Wrong Places: Electoral Institutions, Media Access, and Democratic Constraint
For leaders to generate credibility through audience costs, there must be mechanisms in place that enable citizens to learn about foreign policy failures.
Dishonesty and Selection into Public Service
In this paper, we demonstrate that university students who cheat on a simple task in a laboratory setting are more likely to state a preference for entering public service.
Operating Across Boundaries: Leading Adaptive Change
Celebrating one of the greatest Jewish scholars of our time, Radical Responsibility brings together thirteen luminaries of Jewish and Western thought to explore the intellectual legacy of Chief Rabbi
Three Lessons from the Kennedy Presidency
For Americans who remember Nov. 22, 1963, there is an understandable temptation to dwell on the nearly unbearable tragedy of that day.
Using Case Studies to Explore the External Validity of ‘Complex’ Development Interventions
Rising standards for accurately inferring the impact of development projects has not been matched by equivalently rigorous procedures for guiding decisions about whether and how similar results might
With HealthCare.gov, the Government's Bad Management Skills are Showing Again
The plight of the Affordable Care Act Web site has focused attention on a problem that seldom receives it — the absence of good management in the U.S. government.
Escaping Capability Traps Through Problem Driven Iterative Adaptation
Many development initiatives fail to improve performance because they promote isomorphic mimicry—governments change what they look like, not what they do.
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