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Parliamentary Affairs 2007 60(3):482-491; doi:10.1093/pa/gsm032
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© The Author [2007]. Published by Oxford University Press on behalf of the Hansard Society for Parliamentary Government; all rights reserved. For permissions, please e-mail: journals.permissions@oxfordjournals.org

Laws, Sausages and Leadership Transitions

Catherine Fieschi

The first 150 words of the full text of this article appear below.

IN what was the first of my three contributions, I finished on the suggestion that the disengagement that most voters felt with respect to politics was rooted not in the relationship between the voters and the politicians but rather in the nature of the relationship that politicians were constrained into having with political parties.

The constraints in that relationship are further in evidence in times of leadership transition. This is a timely issue—by the time this article comes we will be either in the thick of one of the Labour Party's most anxiously awaited leadership contests or have swiftly changed Prime Minister—but it is also a perennial problem of party politics.

Successions are difficult in any organisation, but they are all the more so in situations that are: (1) intensely scrutinised by the media; (2) skewed by the dual nature of political organisations such as parties whose role is both, . . . [Full Text of this Article]


   Best left unwitnessed?
 

   A testimony to leadership politics
 

   Why Labour has it harder...
 

   The state we're in
 

   Coronations cut both ways
 

   Conclusion
 

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