Abbreviations Tables and Figures Acknowledgments 1. Introduction Matching Advisors to Leaders Does Leadership Really Matter? What Is Learning? Conclusion 2. Who Learns, and When? Learning Style Managing Advisors A Theory of Leader-Group Relations Conclusion 3. Eisenhower and Reagan: Comparing Learning Styles The Eisenhower Administration Learning Style Advisors The Reagan Administration Learning Style Advisors Conclusion 4. Learning Learning In an Open Administration The Fall of Dien Bien Phu Alaskan Statehood Learning In a Closed Administration The International Debt Shock The Withdrawal from Lebanon Conclusion 5. Groupthink Balance of Payments Deficits McCarthyism Conclusion 6. Deadlock The Budget Deficit The Iran-Contra Affair Conclusion 7. Conclusion The Politics of Advice Why Learn? Notes Bibliography Index
Paul A. Kowert is Assistant Professor of International Relations at Florida International University, and coeditor of International Relations in a Constructed World.
"This book raises an important theoretical point that has not been well explored in the literature on presidential decision-making. Kowert has made a genuine contribution not only with his discussion of how 'open' leaders fare in closed groups, but how 'closed' leaders fare in open groups." - John P. Burke, author of Presidential Transitions: From Politics to Practice "This is a solid contribution to the well-established genre of case-based explorations of presidential decision-making. The author's pairing of Eisenhower and Reagan provides a new twist. I commend Kowert for tackling a theoretically rich research question." - Brian D. Ripley, Mercyhurst College
 |
Ask a Question About this Product More... |
|
