Examines the media's mission to provide 'the truth' about presidential campaigns.

Long established as a leading introduction to the American presidency, Presidential Leadership, twelfth edition provides students with a comprehensive survey that addresses the capacity of chief executives to fulfill their tasks, exercise their powers, and utilize their organizational structures to affect the output of government. The authors examine all aspects of the presidency in rich detail, including the president’s powers, presidential history, and the institution of the presidency. The new edition has been substantially updated to integrate the Trump presidency, including both impeachments, and the first year of the Biden presidency. Other examples of the latest coverage include The 2020 elections, including the contested aftermath of the presidential election and the January 6 riot Changes to the presidential nomination process The most recent Supreme Court nominations The executive’s response to the Covid-19 pandemic New developments in presidential public relations Changes in media relations

Over the past twenty years, presidential candidates have developed an entertainment talk show strategy in which they routinely chat with the likes of Oprah Winfrey, David Letterman, and Jon Stewart. In fact, between 1992 and 2012, there have been more than 200 candidate interviews on daytime and late night talk shows with nearly every presidential candidate—from long shot primary contender to major party nominee—hitting the talk show circuit at some point during the campaign. This book explores the development of the entertainment talk show strategy and assesses its impact on presidential campaigns. The chapters mix detailed narrative with extensive empirical data on audiences, content, viewer reaction, and press coverage to explain why candidates have embraced this strategy and the conditions under which these interviews are most likely to meet their expectations. The book also explores how these interviews can enhance campaigns by connecting a critical segment of the voting population with candidates who provide useful political information in a casual setting. Talk Show Campaigns shows that this is more than a gimmick—it’s a key part of how candidates communicate with voters, which reveals a lot about how campaigns have changed over the past two decades.

The news media are often seen as a fourth branch of government, serving as a check on the other three. This text argues that this is a mistaken notion: the media's decisions affect the government's policy making, as well as the processes and outcomes of the political system.

American presidents often engage in intensive campaigns to obtain public support for their policy initiatives. This core strategy for governing is based on the premise that if presidents are skilled enough to exploit the “bully pulpit,” they can successfully persuade or even mobilize public opinion on behalf of their legislative goals. In this book, George Edwards analyzes the results of hundreds of public opinion polls from recent presidencies to assess the success of these efforts. Surprisingly, he finds that presidents typically are not able to change public opinion; even great communicators usually fail to obtain the public’s support for their high-priority initiatives. Focusing on presidents’ personae, their messages, and the American public, he explains why presidents are often unable to move public opinion and suggests that their efforts to do so may be counterproductive. Edwards argues that shoring up previously existing support is the principal benefit of going public and that “staying private”—negotiating quietly with elites—may often be more conducive to a president’s legislative success.

In this political communication text, Richard M. Perloff examines the various ways in which messages are constructed and communicated from public officials and politicians through the mass media to the ultimate receivers-the people. With a focus on the history of political communication, he provides an overview of the most significant issues in the study of politics and the media. In addition to synthesizing facts and theories, and highlighting the scholarly contributions made to the understanding of political communication effects, Political Communication addresses such factors as the rhetorical accomplishments of American presidents, the ongoing tangles between the press and the presidency, and the historical roots of politics as it is practiced and studied today. It also addresses major issues about the press and politics that continually resurface, such as question of press bias and the use and manipulation of media by politicians to accomplish national goals. As a comprehensive and engaging introduction to contemporary political communication, this volume provides all readers with a historical perspective on American politics and press and offers a unique appreciation of the strengths and virtues of political communication in America.

Decline can be avoided. Decline can be detected. Decline can be reversed. Amidst the desolate landscape of fallen great companies, Jim Collins began to wonder: How do the mighty fall? Can decline be detected early and avoided? How far can a company fall before the path toward doom becomes inevitable and unshakable? How can companies reverse course? In How the Mighty Fall, Collins confronts these questions, offering leaders the well-founded hope that they can learn how to stave off decline and, if they find themselves falling, reverse their course. Collins' research project—more than four years in duration—uncovered five step-wise stages of decline: Stage 1: Hubris Born of Success Stage 2: Undisciplined Pursuit of More Stage 3: Denial of Risk and Peril Stage 4: Grasping for Salvation Stage 5: Capitulation to Irrelevance or Death By understanding these stages of decline, leaders can substantially reduce their chances of falling all the way to the bottom. Great companies can stumble, badly, and recover. Every institution, no matter how great, is vulnerable to decline. There is no law of nature that the most powerful will inevitably remain at the top. Anyone can fall and most eventually do. But, as Collins' research emphasizes, some companies do indeed recover—in some cases, coming back even stronger—even after having crashed into the depths of Stage 4. Decline, it turns out, is largely self-inflicted, and the path to recovery lies largely within our own hands. We are not imprisoned by our circumstances, our history, or even our staggering defeats along the way. As long as we never get entirely knocked out of the game, hope always remains. The mighty can fall, but they can often rise again.