Assessing Leadership Style: Trait Analysis

The Psychological Assessment of Political Leaders

tion suggests that he has changed his style somewhat since being
reelected. In the second administration, Clinton has shown more
willingness to challenge the constraints in his environment—to
work both directly and indirectly to move toward his goals. His
scores for the belief that he can control what happens and for the
need for power become higher during the second administration. He
evidences more interest in guiding and manipulating what is occur-
ring than he did during the first administration. Consensus and com-
promise have to, at times, be pushed and coerced into place. If other
parties are not forthcoming, then the leader has the right to force the
issue.
In the second administration Clinton also shows more tendency to
focus on solving problems rather than attending to others' feelings
and desires. He becomes more of a taskmaster, taking the initiative
to push his agenda. Moreover, his environment becomes more suspi-
cious and threatening by the second administration. It is no longer
enough to take advantage of opportunities, but he must be vigilant
to deal with potential enemies and threats to his position. The world
is a little less rosy in the second administration than it was during
the first.
Clinton's leadership style in the second administration is more
actively independent—he begins to act out the part of the "new

TABLE 13.2. CLINTON'S SCORES

SIGNIFICANT DIFFERENCES)

Characteristic

Time

Belief can control events

Need for power

Task vs. interpersonal focus

Distrust of others

Audience

Belief can control events

Need for power

IN CONTEXT (STATISTICALLY

Mean Score

First administration = .42

Second administration = .52

First administration = .48

Second administration = .56

First administration = .54

Second administration = .68

First administration = .16

Second administration = .38

Domestic = .53

International = .41

Domestic = .58

International = .46