The Executive Branch

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The Executive Branch The executive branch of our government is like a chameleon. To a startling degree it reflects the character and personality of the President. Clark M. Clifford, 1972 Page 189. Ford was not a natural administrator, but he a was an experienced political professional. His practice was to steer clear of jurisdictional rivalries, avoid having confidants within his cabinet, have private sources of advice outside the cabinet, leave "management and program implementation to the department heads,: and encourage dissent when he was making up his mind, but reserve the final decisions for himself. Page 120 Your motives will help maintain a positive outlook Your speaking style and body language can be a liability. As was for Ford, who hit his head while debarking from a helicopter and thereafter late-night television comedians portrayed him as a bumbling incompetent. Page 120 Organizational Capacity —When we turn to the internal face of presidential leadership, Eisenhower deserves the closest of attention. No other chief executive has entered the White House with his organizational experience, and none has put comparable effort into structuring his presidency. Eisenhower gave careful thought to finding the right incumbents for the right roles. Once his aides were in place, he observed their performance carefully, adjusting their responsibilities accordingly. Page 55 Public Communication —Of all of Eisenhower's qualities, his political communication style has least to command it to future chief executives. The preexisting public support the popular IKE carried over into the White House made it unnecessary for him to sell himself; his prop... ... middle of paper ... ...According to Kennedy's friend LeMoyne Billings, Kennedy treated "each day as if it were his last, demanding of life constant intensity, adventure, and pleasure," because he had repeatedly come close to death in the war and in surgery and believed that he would die at an early age from Addison's disease. Page 72 Kennedy provides a reminder that a president's actions are a function not only of the intensity of his passions, but also of his capacity to channel them and prevent them from confounding his official responsibilities. Page 73 Vision—Kennedy had little in the way of an overreaching perspective. He lacked grand aspirations and was limited in what he could accomplish by the balance of forces in Congress. Page 72 Vision—Harry S. Truman was fundamentally reactive. Many presidents were not "event-making leaders". Page 41.
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