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The Blair SupremacyA study in the politics of Labour's party management$
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Lewis Minkin

Print publication date: 2014

Print ISBN-13: 9780719073793

Published to Manchester Scholarship Online: September 2014

DOI: 10.7228/manchester/9780719073793.001.0001

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‘New Labour’ and the culture of party management1

‘New Labour’ and the culture of party management1

Chapter:
(p.117) ‘New Labour’ and the culture of party management1
Source:
The Blair Supremacy
Author(s):

Lewis Minkin

Publisher:
Manchester University Press
DOI:10.7228/manchester/9780719073793.003.0005

The ‘New Labour’ managerial culture, its goals and procedural values are explored in detail in this chapter. In dealing with internal obstacles and what were seen as ruthless external enemies, from Blair and allies came a negative appraisal of the party as an organisation in need of transformation but resistant to change. As a strong, able, attractive and fluent Leader, Blair’s ease of movement in his distance-pull positioning away from ‘Old Labour’, without losing control, marked him and his management as historically different. Also different were various aspects of the Leader-managerial controlling conduct which justified important new attitudes to the party and its rules, and extended the use of imposition and manipulation in imposing subordination. At key points these eventually came into conflict with Blair’s earlier acknowledgement that it was crucial for the Labour Party to build up trust and then retain it.

Keywords:   Culture of party management, Party in need of transformation but resistant to change, Strong leader, Distance-pull positioning, Covert code, Imposition, Manipulation, Subordination, Trust

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