On the night of Monday, 17 October 2022, during the course of an interview with the BBC’s political editor, Chris Mason, a contrite Prime Minister Liz Truss publicly apologised for the “mistakes” in her mini-budget, most unusually for a leader who, under different circumstance, would be reaping the benefits of a ‘honeymoon’ period in power. She was speaking just hours after Jeremy Hunt, her newly appointed Chancellor of the Exchequer, had reversed several of her Conservative Party leadership contest-winning economic policy measures so as to restore confidence in the financial markets. Many proposed tax cuts were abandoned, and spending cuts promised instead to balance the books, just as Truss repudiated “economic growth” for “economic stability” and “fiscal discipline” in the short term, while not abandoning her quest to “deliver” on her plan in the future.
Inevitably, Liz Truss was soon being compared unfavourably with two of her more noteworthy predecessors-Margaret Thatcher and Boris Johnson. A series of policy U-turns, within days of unveiling her economic plan, was contrasted with Thatcher’s own unflinching sense of purpose and ability to stick the course. Instead of replicating Thatcher’s self-image of a ‘lady not for turning’, from a memorable speech in October 1980, she was soon being described by Labour leader Keir Starmer as a ‘lady not for turning up’ for failing to appear in person to answer his questions in the House of Commons. Supporters of Boris Johnson also pointed out that Truss largely lacked the charisma which delivered Johnson his landslide election victory back in 2019.
The Truss debacle takes us on to the question of what constitutes effective political leadership. In broader terms, a political leader in a democratic system can be expected to possess several attributes, in varying degrees and not necessarily simultaneously, such as personal integrity, courage of conviction, emotional intelligence, a clear strategic vision, an ability to inspire the public and to sell them one’s ideas, decisiveness, and the resilience to handle conflict and to ride out political and economic storms.
The 21st century has seen a steady proliferation of populist and authoritarian leaders, revered for their ‘strength’, as defined by a personal concentration of power and authority and a combative modus operandi, which frequently prioritizes national interests above those of the wider international community. All indications are that, while there may be also be ‘strong-weak’ dichotomy in British politics, Britons are less enamoured by the thought of being led by authoritarian ‘strongmen’.
Charisma is frequently cited as a desirable trait in political leaders, with the proviso that this quality lacks precise definition, being bestowed by followers who succumb to the personal charm, persuasiveness, and inspirational messaging of charismatic leaders. But effective political leaders do not have to be charismatic to achieve their ends, and it has to be remembered that the ranks of charismatic leaders have included such malevolent individuals as Adolf Hitler.
At a time of national crisis, Truss has filled her Cabinet with her supporters, when she could instead have established a more inclusive ministry to harness the available talent within her party, only to have to abruptly and ignobly hand over the Chancellorship to an ideological opponent of her policies. Her initial approach to selling her plan for economic growth was imbued with over-confidence and even a touch of arrogance, as she eschewed wider consultation amongst her party members and a review by the Office for Budget Responsibility and instead criticised the “anti-growth coalition” for impeding progress, but she soon had to eat humble pie for moving ‘too fast’ and ‘too soon’. Her loyalty to her Chancellor, reported to be a long-standing friend and ally, also came into question when he was summarily dismissed, forced to shoulder the blame for the ill-fated mini-budget. A U-turn may not by itself be a sign of weakness, but serial intransigence followed by repeated reversals of direction can be most damaging, at the start of any Prime Minister’s time in power.
While there may be no standard job description for the position of British Prime Minister, and hence no list of desirable attributes, or personal specifications, for the job, Truss’ shaky debut, and transactional leadership style, does provide intending post-holders with some lessons in how not to embark upon national leadership. Having reached the pinnacle of British politics, her skills of presentation, team-building, and decision-making need to be worked upon if she is to continue inspiring confidence, both at home and abroad, at a time when the challenging situation in Britain demands outstanding leadership.
Ashis Banerjee