Prejudging Judges

Nash, Jonathan Remy

doi:10.2139/ssrn.887740

Cited by 2 publications

(3 citation statements)

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“…A commonly researched consideration in the legal arena of the public sector is the value of electing or appointing officials (Borgne & Lockwood, 2006;Bratton & Spill, 2002;Nash, 2006;Selzer, 2006;C. Taylor, 2009).…”

Section: Ags Managementmentioning

confidence: 99%

“…Researchers have yet to agree on the best practice for selecting individuals for positions of legal influence that require both managing the organization and interpreting and acting within the law (Choi, Gulati, & Posner, 2008;Czarnezki, 2005;Nash, 2006;Wilson, 2006). Appointed and elected leaders may face term limits ranging from 2 to 8 years depending on the legislative limitations imposed on the position (Moncrief, 2005).…”

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confidence: 99%

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The Management Impact of Elected Leaders

Williams

Baghurst

2014

SAGE Open

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The study of management has focused increasingly on the specific and unique demands of the government/public sector. Government agencies function in political turmoil which is most experienced by career employees and staff who remain despite changing administrations. Using a qualitative phenomenological research design, this study sought to understand and explain the experiences of government employees working under the management of elected leaders at various Offices of the Attorney General. Ten staff ranging from assistant attorneys general to administrative assistants were interviewed to solicit their perceptions on being managed by a popularly elected leader. Analyses resulted in four themes of necessity: (a) consistent delivery of management, (b) consistent levels of communication, (c) stronger presence of the AG as leader/manager, and (d) removing stagnation of agency progress. Findings suggest that elected leaders should actively work to assist in the management of government employees by increasing transition communication, maintaining regular communication directly with the agency, and supporting a management program for current and potential managers. The study offers a new perspective regarding the challenges elected leaders face when beginning to lead and the frustrations the employees have in knowing what the elected leader is doing.

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Section: Ags Managementmentioning

confidence: 99%

mentioning

confidence: 99%

The Management Impact of Elected Leaders

Williams

Baghurst

2014

SAGE Open

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“…459 Indeed, a commentator recently argued that the phenomenon of "prejudging judges" is more pronounced in the appointment process than in elections. 460 In any event, the debate over the relative merits of the two methods promises to remain academic, as citizens persist in refusing to yield the franchise. And whatever the politics of judicial elections, they are unlikely to be hindered by restraints on campaign speech in the years to come.…”

Section: ]mentioning

confidence: 99%

The Looming Collapse of Restrictions on Judicial Campaign Speech

Stern

2007

SSRN Journal

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Prejudging Judges

Cited by 2 publications

References 1 publication

The Management Impact of Elected Leaders

The Management Impact of Elected Leaders

The Looming Collapse of Restrictions on Judicial Campaign Speech

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