Analysis of Website Article about a Failed Second Bargain by Boehner and Obama

Critique Research on Organizational Leadership Issues in Public Administration and Management
This essay analyses a website article about a failed second bargain by Boehner and Obama concerning the debt ceiling in the economy of the United States. The essay discusses the leadership theories derived from the read article by specifically identifying three leaders included versus their leadership styles or approaches likely to drive the leaders into attaining the grand bargain.
The first leader identified was John Boehner, the house speaker. his theory could be described as behavioral. Behavioral theory offers a perspective that looks at the way leaders behave as opposed to their physical, social or mental characteristic. It offers leaders who are naturally gifted. Under this theory is a categorization that breaks this theory into two among which one Boehner falls into. The first category is of those leaders who are concerned with a task while the second is of those concerned with the people. The essence is identical. Boehner falls into the first category of leaders concerned with a task. Regardless of the disapproval and lack of support from Cantor, who did not believe the initial deal could be struck, Boehner held on to his belief of tax reforms. He proposed a deal that would see the spending cuts such as raising the eligibility age of Medicare from 65 to 67 years, probably introduce cuts to other benefits. Boehner was interested in meeting the deadline and reversing the deficit at the compromise of the citizens, task-oriented behavioral theory was his way.
Tom Coburn could be identified as a leader to represent the rest in the Senate Gang of Six as one who also showed a behavioral theory similar to Boehner but in this case the leader in the Senate Gang of Six took the people-oriented behavioral theory. For instance, they had been reunited back onto their negotiation table after they could no longer wait and see the government fail to care for her citizens. They wanted to avoid the tax burden on the citizen. Their plan contained lower tax rates as at 29% compared to Obama/Boehner’s framework that was at 35%. The Gang’s proposal was also had higher revenues though all probably unrealistic. If all parties were to consider the people and the task too, then the grand bargain would be reached without hurting either side. This leads the article to identify a third leader who incorporates both ideas.
Obama is identified as a different leader towards the end of the article where the bargain failed as a fallback theory. He plays a Transformational Leadership theory that can be defined as a process of interactions with others to develop solid relationships aimed to develop trust and opinions to motivation, intrinsically and extrinsically for both the followers and leaders. Obama consults almost every leader concerned in these bargains in an attempt to reach a common idea. Such theories transform the followers or stakeholders through inspiration and their charisma. Rules can be stretched guided by norms offering a sense of belonging for the people to be affected, the taxpayers. He gets followers to trust in him when he says, “We will get an extension of the debt limit, and we will not default. I am confident of that,’’ and “I am less confident at this point that people are willing to step up to the plate and actually deal with the underlying problem of debt and deficits. That requires tough choices.” He convinces fellow leaders of the need to take the matter seriously by introducing the gravity of the matter and the lost time.
Newton-Small, J. (2011, July 23). The inside story of Obama and Boehner’s second failed grand bargain. Retrieved from: