In the last two decades of his life, Harry S. Truman formally established the office of the ex-presidency in the public eye. The goals he wanted to accomplish and the legislation passed to help Truman achieve these aims led the way for Truman and other former presidents to play a significant role in American public life. Men who had occupied the nation's highest office had a great deal to offer their country, and Truman saw to it that he and other former presidents had the financial and the institutional support to continue serving their nation in productive ways. Although out of the White House, Harry S. Truman wanted to continue to play an active role in the affairs of the nation and the Democratic party. In pursuing this goal, he found that he was limited by a lack of financial support and was forced to turn to the federal government for assistance. While Truman was active for more than a decade after he left Washington, his two most important legacies were helping push for federal legislation to provide financial support for ex-presidents and to organize and maintain presidential libraries. Truman believed that these endeavors were a small price for the nation to pay to support thee former occupants of the nation's highest office. Furthermore, Truman believed that presidential libraries were essential in preserving and disseminating the history of the nation's highest office. Truman's other activities including heavy involvement in partisan affairs. While he tried unsuccessfully to determine the party's presidential candidates, his involvement in the Democratic party and attendance at partisan events displayed his level of commitment to the party and his determination to play a role in its activities.

Adopting historical, legal and comparative methods and incorporating knowledge and findings from multiple disciplines, this thesis not only explores political implications of those constitutional provisions and amendment regarding the Chinese presidency, constitutional significance of the CPC's political practices of decision-making such as Mao Zedong's "power of last say", his idea of "two fronts", his controversial abolition of the chairmanship, Deng Xiaoping's idea of "the core of leadership", and "diplomacy of the head of state" by Chinese presidents, thus negating the mainstream constitutional and political idea that the Chinese president is (or should be) the head of state of China, but also sheds new lights from the institutional perspective on the on-going academic discussions about the situation of rule of law in China. Since China is a great Eastern and developing country "building socialism with Chinese characteristics", this thesis also contributes to research in areas such as cold war history, the socialist government system and legal development in developing countries. / By pioneering an all-around examination on legal and political development of the Chinese presidency since its origin through different historical stages from both normative and positive aspects within the framework of the party-state, it is concluded that the Chinese presidency has evolved from a traditional Chinese title into a governmental position, and then a state institution that has a constitutional appearance of a Western semi-presidency. However, it has functioned politically in a Stalinist party-state with Chinese characteristics, whose candidate has by far been produced according to the CPC's step-by-step succession rules designated by the paramount leaders and real political decision-making power has mainly not only been limited by these succession rules, but also decided by his role and status within the CPC's supreme collective decision-making body. Underlined such decades of constitutional evolution and political dynamics have been the changing foreign influences and local demands on China. As China becomes more globalized and its traditions of "rule of man" gradually die out, law and politics surrounding this office has been more compatible, thus giving rise to a nascent rule of law. / It is widely-accepted that the constitutional office of Chinese president has undergone dramatic changes since its establishment in 1954, to its abolition in 1975, and its revival in 1982. This has been commonly attributed either to the importation of the Russian model, or the personal influences of the CPC's leaders Mao Zedong and Deng Xiaoping, or political considerations, such as the need for a head of state. This thesis questions these general, yet sometimes contradictory, account and quests for more coherent explanations for those twists and turns in the evolution of the office of president. / Zhang, Runhua. / Adviser: Michael Pendleton. / Source: Dissertation Abstracts International, Volume: 72-04, Section: A, page: . / Thesis (Ph.D.)--Chinese University of Hong Kong, 2010. / Includes bibliographical references (leaves 285-314). / Electronic reproduction. Hong Kong : Chinese University of Hong Kong, [2012] System requirements: Adobe Acrobat Reader. Available via World Wide Web. / Electronic reproduction. Ann Arbor, MI : ProQuest Information and Learning Company, [200-] System requirements: Adobe Acrobat Reader. Available via World Wide Web. / Electronic reproduction. Ann Arbor, MI : ProQuest Information and Learning Company, [200-] System requirements: Adobe Acrobat Reader. Available via World Wide Web. / Abstract also in Chinese.

The purpose of this research study was to enhance understanding of successful conflict management by community college Presidents through highlighting and describing conflict experiences with the faculty union or the board of trustees in a community college context. The following questions guided the research: (a) How do community college Presidents describe the experience of conflict management in the community college context? (b) How does conflict management competence manifest itself in conflict situations? and (c) How do community college Presidents develop the competencies to manage conflict? The research design included an interpretive social science philosophical approach and phenomenological method. Seven community college Presidents representing a variety of geographical areas participated in two different semi–structured interviews. Three pervasive themes describing the experience of successful conflict management emerged from the data in response to research question one. These themes were (a) diversity, (b) inevitability, and (c) perplexing. In response to research question number two, three pervasive themes emerged from the data which were (a) avoid personalizing the conflict, (b) stay focused on college mission and students, and (c) inform and engage the board of trustees. Enhance content knowledge was the one pervasive theme that emerged for research question number three. Findings from this study highlight key themes to assist current and aspiring Presidents that seek to gain understanding of successful conflict management in the community college context. / Graduation date: 2012

Thesis (Ph.D.)--Ohio University, August, 2009. / Title from PDF t.p. Includes bibliographical references.

Character of Inaugural Addresses. Research concerning the character of the Inaugural Address reveals great diversity of opinion among writers. The New York Herald Tribune, after President Kennedy’s address, concluded that the function of an Inaugural address “to express… the essence of what (the President) proposes to do in the White House.” Dr. Claudius O. Johnson, in his book Government in the United States - after reviewing President Franklin Roosevelt’s first inaugural, wrote that in his address, the President “usually tries to smooth over some of the ill-feeling which recent partisan strife may have caused, appeals to all good citizens to help him in his task, and outlines his programs, sometimes rather specifically.” Conversely, it is pointed out by Wilfred E. Binkley in The Man In The White House. His Powers and Duties that “there have been presidents elected who entered the office on inauguration day almost utterly innocent of what the election signified and what was expected of them - Ulysses S. Grant, for example.” Today Americans accept and anticipate the elaborate inaugural ceremony of which the inaugural address is a part. Author Binkley points to the feelings of the post-revolutionary “purists,” who thought it to be “a conspicuous violation of Republican simplicity and an inexcusable aping of monarchy.” Furthermore, it is noted that George Washington was deeply concerned “as to what the public expected of him…” Mr. Binkley’s conclusion, with which this writer concurs, is that “while the inauguration itself has no legal force, it nevertheless symbolises the fact that the president is… chief executive.” There are three reasons for writing on this topic. First, the inaugural address is the first Presidential policy statement and may be compared with policies actually carried out. Second, they have popular audiences in this country and abroad who may be affected by their policies. And, thirs, they are the oldest of our official presidential statements. Furthermore, the United States’ Presidents have the longest history without charge of any of the heads of state in the world. Therefore, a study of inaugural addresses provides consistent information on a type of address for a longer period of time then is possible for any other head of state.

Kohlberg, Gilligan, and Mennuti differed in their explanation of a moral reasoning model in higher moral development levels. This study examined how moral orientations relate to gender, culture, and moral dilemma contexts. Eighteen leaders of higher educational institutes in Taiwan, 9 males and 9 females, were interviewed concerning their real-life moral dilemmas in both their professional life and personal life. Forty three incidents were generated by the participants in both situations. The principle of full saturation and constant comparative analysis methods were used in sampling, data collection, and analysis. The types of incidents, the conflict focus, the primary considerations, final decisions, and self-evaluation of decisions and consequences in the process of moral reasoning resolution were examined. The findings showed that dilemma situation factors were more important than gender factors in predominant types of conflict focus and types of moral considerations. Eight moral orientation models were identified from the full process of moral reasoning. Most moral orientation models were in combined forms. Single forms were rarely seen and there was only single-justice pattern. Justice focus mixed with either care or self shadow forms, or both, was the most predominant model found, especially in professional Situations. Self-focus mixed with other shadow forms was the most predominant model in personal situations. There were slight gender differences in the distribution of moral Orientation models. There were almost one third of incidents reasoned in justice, care, and self combinations with five different styles within the eight models. A comparison among the findings in this study with those of Kohlberg, Gilligan, and Mennuti was conducted. The interactions among gender, culture, and dilemma contexts were discussed. / Ph. D.

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The Whig party, which existed in the United States approximately twenty years, 1834-1854, was a coalition of diverse economic, political and social groups united by their disapproval of Jacksonian politics and methods. This minority organization derived its strength from powerful congressional leaders, who held strongly nationalistic ideas regarding economic policy and governmental function, which had a profound and lasting influence on American political and economic thought. In the battle for the presidency, however, Whig leaders sometimes resorted to the expediency of subverting their views and choosing military heroes as candidates in order to attract a larger electorate. This study examines the Whigs in the context of the presidential campaigns of 1840, 1844, and 1848, with major emphasis on the national issues which dominated each election and influenced the choice of candidates and development of tactics.

The pursuit of this study was to examine perspectives of select community college presidents and vice presidents for academic affairs regarding leadership attributes that were currently observed as being practiced by mid-level managers. The study also summarized these leaders' perceptions of the leadership attributes mid-level managers will need to possess to assume senior administrative positions, particularly the presidency, that will guide the institutions into the future. Based on an extensive review of literature, a list of 41 leadership attributes was established. The Community College Leadership Attribute Survey (CCLAS) was designed by the researcher and a pilot study was conducted. Sixty-five national community college presidents, 60 national community college vice presidents for academic affairs, 14 Tennessee community college presidents and 14 community college vice presidents for academic affairs were contacted to participate in the study. One hundred and seven usable surveys were received, for a response rate of 70%. The study found that there was a statistically significant difference in the leadership attributes presidents and vice presidents for academic affairs currently observed as being practiced and those attributes that would be needed in the future. The gap was measured between currently observed and future importance attributes, and levels of importance were listed. The study took into consideration independent variables such as gender, geographic location, years of experience in current position and years of experience in higher education. The study also examined the perceptions of those presidents and vice presidents who had work experience in the private sector before moving to higher education. Recommendations for future study included the implementation of a leadership program to help ensure that organizational leaders will have the skills needed to lead and facilitate the many changes and challenges community colleges are facing in the future. Other recommendations included institutions lending greater attention to professional development activities, and studies that would allow administrative leaders to identify and define additional leadership attributes.

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