000			04005nam a22005295i 4500
001			205832
003			IT-RoAPU
005			20221214233539.0
006			m|||||o||d||||||||
007			cr || ||||||||
008			210830t20092009nju fo d z eng d
020			_a9780691154367 _qprint
020			_a9781400830015 _qPDF
024	7		_a10.1515/9781400830015 _2doi
035			_a(DE-B1597)9781400830015
035			_a(DE-B1597)502061
035			_a(OCoLC)436873115
040			_aDE-B1597 _beng _cDE-B1597 _erda
072		7	_aPOL016000 _2bisacsh
082	0	4	_a352.23/60973 _222
084			_aonline - DeGruyter
100	1		_aEdwards, George C. _eautore
245	1	4	_aThe Strategic President : _bPersuasion and Opportunity in Presidential Leadership / _cGeorge C. Edwards.
264		1	_aPrinceton, NJ : _bPrinceton University Press, _c[2009]
264		4	_c©2009
300			_a1 online resource (272 p.) : _b18 tables.
336			_atext _btxt _2rdacontent
337			_acomputer _bc _2rdamedia
338			_aonline resource _bcr _2rdacarrier
347			_atext file _bPDF _2rda
505	0	0	_tFrontmatter -- _tContents -- _tPreface -- _tCHAPTER 1. Power as Persuasion -- _tCHAPTER 2. Leading the Public: Best Test Cases -- _tCHAPTER 3. Leading the Public: Exploiting Existing Opinion -- _tCHAPTER 4. Leading Congress: Best Test Cases -- _tCHAPTER 5. Leading Congress: Less Favorable Contexts -- _tCHAPTER 6. Reassessing Leadership -- _tNotes -- _tIndex
506	0		_arestricted access _uhttp://purl.org/coar/access_right/c_16ec _fonline access with authorization _2star
520			_aHow do presidents lead? If presidential power is the power to persuade, why is there a lack of evidence of presidential persuasion? George Edwards, one of the leading scholars of the American presidency, skillfully uses this contradiction as a springboard to examine--and ultimately challenge--the dominant paradigm of presidential leadership. The Strategic President contends that presidents cannot create opportunities for change by persuading others to support their policies. Instead, successful presidents facilitate change by recognizing opportunities and fashioning strategies and tactics to exploit them. Edwards considers three extraordinary presidents--Abraham Lincoln, Franklin D. Roosevelt, and Ronald Reagan--and shows that despite their considerable rhetorical skills, the public was unresponsive to their appeals for support. To achieve change, these leaders capitalized on existing public opinion. Edwards then explores the prospects for other presidents to do the same to advance their policies. Turning to Congress, he focuses first on the productive legislative periods of FDR, Lyndon Johnson, and Reagan, and finds that these presidents recognized especially favorable conditions for passing their agendas and effectively exploited these circumstances while they lasted. Edwards looks at presidents governing in less auspicious circumstances, and reveals that whatever successes these presidents enjoyed also resulted from the interplay of conditions and the presidents' skills at understanding and exploiting them. The Strategic President revises the common assumptions of presidential scholarship and presents significant lessons for presidents' basic strategies of governance.
530			_aIssued also in print.
538			_aMode of access: Internet via World Wide Web.
546			_aIn English.
588	0		_aDescription based on online resource; title from PDF title page (publisher's Web site, viewed 30. Aug 2021)
650		0	_aCommunication in politics _zUnited States.
650		0	_aPolitical leadership _zUnited States.
650		0	_aPresidents _zUnited States.
650		7	_aPOLITICAL SCIENCE / Political Process / General. _2bisacsh
850			_aIT-RoAPU
856	4	0	_uhttps://doi.org/10.1515/9781400830015
856	4	0	_uhttps://www.degruyter.com/isbn/9781400830015
856	4	2	_3Cover _uhttps://www.degruyter.com/cover/covers/9781400830015.jpg
942			_cEB
999			_c205832 _d205832