By Lori Cox Han
The “public presidency”—how presidents depend upon the mass media, public opinion, and diverse verbal exchange strategies—has turn into an more and more vital point of presidential governance and management in the past 20 years. within the Public area gathers jointly famous presidency and conversation students to discover the connection among the president and the yankee public, the present nation of the “public presidency,” and the demanding situations that fresh presidents have confronted in constructing a good technique of speaking and preserving a powerful presidential photo. particular issues contain: how presidents use public management to pursue their coverage ambitions and goals; the significance of public opinion, rhetorical innovations, and public actions; exterior components comparable to get together politics and information media insurance; the cultivation of presidential legacy; and entry to records in presidential libraries.
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Extra resources for In the Public Domain: Presidents and the Challenges of Public Leadership
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8. Keith Topping, Inside Bartlet’s White House: An Unofficial and Unauthorized Guide to the West Wing (London: Virgin Books, 2002). 9. Chris Leham, “The Feel-Good Presidency: The Pseudo-Politics of the West Wing,” Atlantic Monthly (March 2001): 93; Fred McKissack, “The West Wing Is Not a Wet Dream,” Progressive (May 2000): 39; Michael Wolff, “Our Remote-Control President,” New York Magazine (December 4, 2000): 25–29. 10. As another role-shattering film, The Man (1972) deals with the first African American to become president.
While tracing the quantity and quality of these words in convention addresses cannot tell us all that needs to be known about how candidates negotiate their roles as party nominees and candidate-centered campaigners, it can offer insight into how Americans have been encouraged to think of the dual roles that these candidates have played. Accordingly, we advance the following questions: How have presidential nominees discussed party labels at their conventions? Have the discussions changed across time, label, speaker, and circumstance?
These rhetorical patterns—in subtle yet steady ways—may tempt citizens to believe that parties are far away from them. Organizational communication research reminds us that identity is not static and that groups must constantly persuade members to identify with the organization and value such a commitment. If a specific organization is not actively recruiting and retaining its membership, then chances are its members may begin to regard their attachments as less salient (a point that Wattenberg makes regarding voter assessment of the parties), or another group may try to mobilize these individuals.