John F. Kennedy, The Charismatic Leader PDF

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John F. Kennedy, The Charismatic Leader Foreign Policy Analysis Professor Robert Oscar Harmsen TEC, Campus Querétaro Alejandra Alcocer Lira A01208269 Mauricio Valentinoti Palacios Solórzano A01208256 Ana Paula Jazmín Vergara Ascencio A01128650 John F. Kennedy, The Charismatic Leader Politicians, ser...

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John F. Kennedy, The Charismatic Leader Foreign Policy Analysis Professor Robert Oscar Harmsen TEC, Campus Querétaro Alejandra Alcocer Lira A01208269 Mauricio Valentinoti Palacios Solórzano A01208256 Ana Paula Jazmín Vergara Ascencio A01128650

John F. Kennedy, The Charismatic Leader Politicians, serving as public figures, are constantly under the magnifying glass of thousands of people. There is high interest from the population in their actions, as well as the repercussions that those generate. There is much concern in understanding the reasons of their performance, in which personality is seen as the most accurate answer. Personal characteristics such as preferences, beliefs and motivations are considered great influences within decision making. Nevertheless, they can also be considered as implausible. For there are minor resources to gauge them qualitatively and quantitatively without consent of the subject of analysis. One of the most common and reliable methods is through psychological and psychiatric tests. Nonetheless, turns out to be obsolete in the case of politicians since they are not willing to submit to them. An improper interpretation or publication of the same could be extremely harmful, leaving the office-holder vulnerable politically.1 However, there is still an adequate approach

to analyze leaders’ behaviour:

at-a-distance methodologies. This type of study takes both the psychobiography and the content analysis to understand better their decision-making parallel to the attitude in a given time. Moreover, the physical image, protocol, the use of the word, persuasion, the environment and the management of traditional and digital media among other fields can assist the job of analyzing a leader and, then, perhaps, contribute to the formulation of a guide to improve the management of perception as well as the public image. One of the main researchers in the field is Margaret G. Hermann, a globally known specialist in ​Political leadership, foreign policy decision making, comparative foreign policy

and crisis management.2 In 1980, she developed a technique to scrutinize into the personal characteristics of political leaders through the analysis of their speeches and interviews complementing them with historical events and facts of their lives. These must be done in different settings and tenure in office. The methodology consists in assessing seven personality traits: belief in one’s own ability to control events, need for power and influence, Gross, J. (2008). Foreign policy decision making: rational, psychological and neurological models. Foreign Policy: Theories, Actors, Cases​. Oxford: Oxford University Press. pp. 130-146. 2 Maxwell - Syracuse University. (2017). Margaret G. Hermann. New York: Maxwell - Syracuse University. ​https://www.maxwell.syr.edu/hermann/ 1

John F. Kennedy, The Charismatic Leader conceptual complexity, self-confidence, task/affect orientation (problem or relationship focus), distrust of others and, finally, in-group bias. When trying to define a politician’s leadership style it is important to respond three questions using referring to his responsiveness to constraints, openness to information and the motivation behind their political career. Do they respect or challenge such constraints?; Do they selectively use information or are they open to information directing their response?; Are they driven by an internal focus of attention within themselves or by the relationships that can be formed with salient constituents? The answers to these queries based on the trait analysis guide us locate our subject of study in one of the eight main leadership styles: expansionistic, evangelistic, incremental, charismatic, directive, consultative, reactive or accommodative.3 John Fitzgerald Kennedy, the 35th President of the United States of America is considered up to date as one of the most loved and supported presidents in history. Having an overall average of 70.1% approval rating during his time in office, he takes the lead on Gallup Historical Presidential Job Approval Trend from Harry Truman to George W. Bush.4 Much of the continuous support is attributed to his tragic death which created a sense of empathy with his young family. However, for those who are aware of the trajectory of his personal and professional life will comprehend that his charismatic personality was largely influential in not only making him so loved by the American people and even foreign populations. But led him to meet numerous goals despite of the adversities, one of them becoming the youngest president by election at the time.5

Hermann, M. (1999). ​Assessing Leadership Style: A Trait Analysis​. New York: Social Science Automation. 4 Gallup. (2017). Presidential Approval Ratings: Gallup Historical Statistics and Trends. New York: Gallup. http://www.gallup.com/poll/116677/presidential-approval-ratings-gallup-historical-statistics-trends.aspx 5 Walsh, K. (2009). The Young Presidents: John F. Kennedy Learned From Early Mistakes. Washington DC: US News. https://www.usnews.com/news/history/articles/2009/12/08/the-young-presidents-john-f-kennedy-learn ed-from-early-mistakes 3

John F. Kennedy, The Charismatic Leader “John F. Kennedy brought style and charisma to the White House and a first family that captivated the country: a handsome, witty president, an elegant first lady, and two adorable young children.” -Kitty Kelley A charismatic leader, as Herman expresses, focuses on achieving their agenda by engaging others in the process and persuading them to act. He challenges constraints, is open to information and is motivated by both problem and relationship depending on the context. That is, focuses on the problem when that is appropriate to the situation at hand and on building relationships when it seems of greater relevance.6 The charismatic personality of John F. Kennedy can be identified based on his speeches and interviews and the actions he took during his governorship coupled with supporting biographical data that has been revealed in time succeeding his death. Throughout his political career we find key events in which can be used as example to demonstrate this through his speeches, interviews and actions. First, during his candidacy, subsequently in his governorship with the events in Cuba (1961 & 1962) and in 1963 the Civil Rights Bill to Congress. Belief in one’s own ability to control events & the need for power and influence: Does the leader respect or challenge constraints? Moreover, another useful trait to analyze a powerful individual is his or her own ability to control events. This can be seen as a need for power and influence. A decision-maker can count with either a high or low level of need for these features. Which at the end will considerably alter his or her passion to challenge or follow the constraints of the political environment. For example, if a leader tends to think he or she controls the multiple events of the public agenda (a sort of micro-manager) it could lead us to believe this individual has a profound need for being in power and influencing a group of people. In this case, the leader is constantly tempted to challenge the constraints of the time and to push the limits of what it is possible to achieve.7 6 7

Hermann, M. (1999). Hermann, M. (1999).

John F. Kennedy, The Charismatic Leader In many aspects, Kennedy demonstrated he was in favor of challenging constraints in order to achieve what was intended. First, because of his young age and his religious belief he was already pushing the limits. At that time, despite there was no legal or written impediment for him running as candidate so young or from that religion the societal customs made it be perceived as dubious. Many Protestants interrogated the ability of a Roman Catholic President to make important national decisions without the influence of his church. During the candidacy he gave numerous speeches in which he specified he would dissociate himself from such personal religious aspects when he served the public office. Nevertheless, the most important was a speech done in September 12, 1960 in which he addressed a group of Protestant ministers on the religious issue. Throughout his speech he shows an incredibly high belief in his self-claimed ability to decide for the good of the nation. Whatever issue may come before me as President--on birth control, divorce, censorship, gambling or any other subject--​I will make my decision in accordance with these views, in accordance with what my conscience tells me to be the national interest, and without regard to outside religious pressures or dictates. ​And no power or threat of punishment could cause me to decide

otherwise.

But if the time should ever come--and ​I do not concede any conflict to be even remotely possible--when my office would require me to either violate my

conscience or violate the national interest, then I would resign the office; and I hope any conscientious public servant would do the same. But ​I do not intend to apologize for these views to my critics of either Catholic

or Protestant faith--nor do I intend to disavow either my views or my church in order to win this election.8

JFK Presidential Library and Museum. (2017). Address of Senator John F. Kennedy to the Greater Houston Ministerial Association, September 12 1960. Boston: JFK Presidential Library and Museum. https://www.jfklibrary.org/Asset-Viewer/ALL6YEBJMEKYGMCntnSCvg.aspx

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John F. Kennedy, The Charismatic Leader Conceptual complexity & self confidence: Is the leader open or closed to contextual info? When trying to understand the openness a leader has to contextual information, the conceptual complexity and self confidence traits must be analyzed. In the case of charismatic leaders, both conceptual complexity and self confidence are high. Thus, leaders will be open to information and act in a very pragmatic manner. In other words, aiming their attention to what is achievable and viable at any point in time.9 John F Kennedy proved to be very pragmatic on numerous occasions. Actually, one of the things he was admired for, was his ability to make rational decisions in times of crisis. Considered as one of his most important accomplishments as president was his management of the National Security Board during the Cuban missile crisis in 1962.10 Despite the fact that most of his advisers in the military arena considered that the American government should bomb the missile pads that the Soviet Union was stationing in Cuba. The young president in the middle of the crisis calmly and firmly decided they would order the blockade of Soviet ships. Kennedy was mindful about the risks of intensifying the crisis and despite he was open to receive the suggestions of his advisers, he was confident of his own knowledge and the significance of his decisions. After all, he was put in office by his people for a reason, that of making the right choices. Indeed, the blockade was considered to be a successful tactic as time after a peaceful agreement was reached and both leaders (John F. Kennedy and Nikita Khrushchev) began to smoothen the frictious relationship of Moscow and Washington. A milestone accomplished after decades of tensions.11 On October 22nd in 1962, the president addressed the nation through radio and television in which he anew demonstrated his high level of self-confidence. As Herman exemplifies, pronouns such as ​“my,” “myself,” “I,” “me,” and “mine” serve in coding for

self-confidence, as these help to understand the position in which the character perceives himself and his or her own ability to hold accountable for the actions being mentioned. The

Hermann, M. (1999). Brinkley, A. (2013). ​The Legacy of John F. Kennedy.​ New York: The Atlantic Magazine. https://www.theatlantic.com/magazine/archive/2013/08/the-legacy-of-john-f-kennedy/309499/ 11 Brinkley, A. (2013). 9

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John F. Kennedy, The Charismatic Leader manner of how they are used demonstrate the degree of importance related to the decisions taken. The use of the pronoun can tell us if the leader is instigating an activity or if he conceives himself as an authority figure on this issue. When analysing the message John F. Kennedy addressed, we can identify how his use of pronouns refers to instigating an activity and he relates himself directly with the course of action of the events. “Acting, therefore, in the defense of our own security and of the entire Western Hemisphere, and under the authority entrusted to me by the Constitution as endorsed by the resolution of the Congress, ​I have directed that the following initial steps be taken immediately [...]

Second: ​I have directed the continued and increased close surveillance of

Cuba and its military buildup. The foreign ministers of the OAS, in their

communique of October 6, rejected secrecy in such matters in this hemisphere. Should these offensive military preparations continue, thus increasing the threat to the hemisphere, further action will be justified. ​I have directed the Armed Forces to prepare for any eventualities; and I trust that in the interest of both the Cuban people

and the Soviet technicians at the sites, the hazards to all concerned in continuing this threat will be recognized.”12 There were also other moments, even before presidency, in which his high self confidence could be identified. One of those was in an interview a year before, assuming his maximum position of power. Where in the drawing room of his Georgetown home said a phrase referring to the presidency that to date is highly known, “​Sure it's a big job; but I don't know anyone who can do it better than I can.”13 Rather than pure selfishness, Kennedy discreetly demonstrates his humble point of viewing by specifying he actually acknowledged the weight of the position he was talking about.

JFK Presidential Library and Museum. (2017). Radio and Television Report to the American People on the Soviet Arms Buildup in Cuba, October 22 1962. Boston: JFK Presidential Library and Museum. https://www.jfklibrary.org/Asset-Viewer/sUVmCh-sB0moLfrBcaHaSg.aspx 13 Time Magazine. (1962). Man of the Year: John F. Kennedy, A Way With the People. Georgetown: TIme Magazine. ​http://content.time.com/time/magazine/article/0,9171,874369,00.html 12

John F. Kennedy, The Charismatic Leader In the daily lives of the common people, some individuals with a greater economic power always stand apart from the group in which they live in. Kennedy was not alienated from this reality. His high level of self-confidence was considered by many to be an important component in his successful political life. In fact, physically he was favored not only by his appearance but his ability to dress with elegance and have a high economic family support. As a young man he was always very popular and known for his ability to relate. Despite his numerous health problems as a kid, it was financially possible for him to have the opportunity to perform academically and even in sport in the best schools. His economic position has been perceived as a source of personal security from a young age unlike others who experienced shortcomings and few opportunities for lack of money.14 Kennedy was not only a very confident man but also, a very prepared and intelligent person. His reading habits and his commitment on studying and learning of things he was interested in, made him be very susceptible and sensitive to the context or circumstances. He was able to understand the diversity of perspectives and the wide range of alternatives in specific situations. “He read six newspapers while he ate breakfast, had meetings with important people throughout the day, and read reports from his advisers. He wanted to make sure that he made the best decisions for his country.”15 He was aware of the value of knowledge and openly took the information available even if this was not according to his ideas or thoughts. It was well known the importance Kennedy gave to media and journalism. Not for nothing is considered as one of the pioneers of political marketing since unlike past presidents. Kennedy used the media not only as a source of information for his decisions but as a means to achieve his purposes. Sander Vanocur (NBC): “You once said that you were reading more and enjoying it less. Are you still as avid a newspaper reader, magazine—I remember those of us who traveled with you on the campaign, a magazine wasn't safe around you.”

JFK Presidential Library and Museum. (2017). Life of John F. Kennedy. Boston: JFK Presidential Library and Museum. ​https://www.jfklibrary.org/JFK/Life-of-John-F-Kennedy.aspx 15 JFK Presidential Library and Museum. (2017). 14

John F. Kennedy, The Charismatic Leader THE PRESIDENT: “Oh, yes. No, no, I think it is invaluable, even though it may cause you—it is never pleasant to be reading things that are not agreeable news, but I would say that it is an invaluable arm of the presidency, as a check really on what is going on in the administration, and more things come to my attention that cause me concern or give me information. So I would think that Mr. Khrushchev operating a totalitarian system, which has many advantages as far as being able to move in secret, and all the rest—there is a terrific disadvantage not having the abrasive quality of the press applied to you daily, to an administration, even though we never like it, and even though we wish they didn't write it, and even though we disapprove, there isn't any doubt that we could not do the job at all in a free society without a very, very active press.”16 Task/affect orientation, distrust of others & in-group bias: Is the leader motivated by problems or relationships? Furthermore, great leaders throughout history have not lived a life full of comfort and stability. They all had to accomplish things that did have an impact in a vast amount of people who trusted them (or demanded them) to take the right decisions. To this matter, an important level of analysis of any powerful individual should be assessing his or her orientation at the moment of getting tasks done. A process in which the leader could trust or distrust the team involved and where his or her problems and past or current relationships could considerably affect outcomes.17 John F. Kennedy seemed like a really reasonable human being. This however, was a double edge sword. Due to his personal dichotomy between a sense of duty and the outside pressures of the anarchical world system. On the one hand, Kennedy counted with a strong sense of duty. He actually believed that destiny placed him where he was for a transcendental reason of the universe. Similar to quite different personalities like Adolf Hitler. Nevertheless, this was mainly due to a

JFK Presidential Library and Museum. (2017). John F. Kennedy and the Press. Boston: JFK Presidential Library and Museum. https://www.jfklibrary.org/JFK/JFK-in-History/John-F-Kennedy-and-the-Press.aspx 17 Hermann, M. (1999). 16

John F. Kennedy, The Charismatic Leader traumatic event. The death of John’s older brother marked his whole life. His name was Joe Kennedy, and he was the very first son to externalize his political ambition by claiming “he would be the first Catholic to become President”; while John (who was really active in school groups and sports) seemed to be “less ambitious [...] and became really interested in European politics and world affairs”.18 The path was apparently clear for both Kennedy brothers. But then, World War 2 appeared and the circumstances it carried pushed ...