Kevin Rudd and his Leadership
Leadership is considered crucial towards achieving success in any institution. Different leaders have different ways of directing and leading their teams. While some are analytical and subdued, others are charismatic. In most cases, a good leader tends to have the ability to integrate people, motivate them and get them to do things without being coerced (Zastrow 2008, p. 62). In the political arena, party leaders represent a considerable resource for political parties. Whereas a popular leader can enhance a party’s vote while providing a focal point for the dissemination of policy through mass media, an unpopular leader can spell electoral disaster. With respect to the nature and locus of leadership influence, Zastrow concludes that leadership is not about who is tougher or smarter, but about qualities we all have or can develop.
Study Thesis: This essay elaborates the nature of Kevin Rudd and the nature of his influence as the first Queensland Prime Minister in Australia.
1.0 History
Born on 21 September 1957 in Queensland, Kevin Rudd was an Australian politician and the country’s 26th Prime Minister (2007-2010) (Aulich & Evans 2010, p. 75). He was also the Australian Labor Party leader since 2006-2010 having joined the party at fifteen. After his studies in Nambour State High School, he joined the Australian National University where he pursued a degree in Asian Studies and specialized in Chinese History and Chinese Language.
Before joining politics, Kevin worked in the Foreign Affairs department (1981-1988) and KPMG Australia before joining the House of Representatives in 1998 and later Foreign Affairs shadow Minister for Foreign Affairs (Dobell 2010, p. 12). His leading ability was to take shape in December 2006 when he clinched the position of the Labor Party leader and later the leader of opposition. In culmination, he was to become Australian’s 26th Prime Minister on 3rd December 2007 before resigning in 2010.
2.0 Kevin Rudd’s Nature
When he became the Prime Minister in 2007, Kevin Rudd appeared unique since he proved to be the first with previous experience as a department head, senior bureaucrat and a ministerial chief of staff (MacCallum 2009, p. 63). Under his able leadership, the government signed the Kyoto Protocol, the remaining Iraq War combat officers withdrawn and introduced economic stimulus packages that saved the country from the recession in the late-2000s.
Paul Kelly, a political journalist once described Kevin as a conservative on social issues, a realist on global security and a person possessed by the conviction that his party must run a successful economy (Lavelle 2013, p. 51). Rudd was also characterized by a strong belief in the moral value of hard work. This on the other hand led him to be an exhausted and stressed workaholic who could not listen to anyone’s advice (Kent 2010, p. 355).
Kevin Rudd was also a determined person. Clearly, Kevin Rudd’s singe-minded determination to get to the top has certainly been the main factor in his success. On the other hand, most of his colleagues felt alienated by his ambition. He insisted on running the whole show without involving his colleagues. In his book, MacCallum describes Kevin as a person who can be stable and reassuring, a leader willing and able to assume the burdens of his people, but also a person who can be independent and irrelevant (MacCallum 2009, p. 45).
Kevin Rudd also seems to have learnt to keep his own counsel since his tender age after he was diagnosed with rheumatic fever (Lavelle 2013, p. 51). Kevin was also known for his need to control for his formidable and at times excessive grasp of detail by driving others hard and himself harder. Unfortunately, he was often a bad listener and sometimes impatient and rude while confiding very little.
3.0. Kevin Rudd’s Success
In 2007, Kevin Rudd won victory over Howard and got the support of voters. The success was mainly attributed to his active reaction to climate change where he signed the Kyoto Protocol immediately he was sworn in. By mid-2010, Kevin and his government were on the way of fulfilling most of their election commitments. They were delivering on education and industrial relations. Rudd was also demonstrating the capacity and willingness to carry out solid and practical reforms (Kent 2010, p. 355). The Prime Minister’s apology to earlier generations had also been a heart stirring moment in the nation’s history. This demonstrated his executive humility character.
Unlike other influential leaders, Rudd’s achievement in his party was driven by solitary persistence, self-will, application, self-promotion and networking rather than by organizational facility, brokerage ability, factional alliances or ideological fervor (Aulich & Evans 2010, p. 88). Before he was a serious contender for the party, he built a public profile by ensuring that he gained visibility. He also took time to develop contacts and learning about his fellow MPs. To ensure that he won in the 2007 federal election campaign, he remained his own man. He was also seen a stronger option than previous leaders and attractive since he proved strong and competent in many ways.
Unfortunately, he resigned in 2010 and created a way for Julia Gillard as his successor. Disappointments with the lack of climate outcomes, confusion and hostility about the proposed mining tax and unfavorable media stories about Kevin’s bursts of temper were factors that led to his fall (Kent 2010, p. 354). His positive side was overshadowed by perceptions of what his government had failed to do.
4.0 Conclusion
According to Niccolo Machiavelli’s analysis of leaders, leaders must demonstrate flexibility and take advantage of changing circumstances, be perceived strong, and have a good relationship with the public (Machiavelli 2011, p. 150). Moreover, the relationship with colleagues must be carefully managed considering that political leadership especially cannot only be brought down by the general public, but also by the people close to the leader. Kevin Rudd may be seen to have scored well on some of Machiavelli’s principles but poorly performed on others. This may explain why he successfully came into power and had to leave the same way.
5.0 References
Aulich, C & Evans, M 2010. The Rudd Government: Australian Commonwealth Administration 2007 – 2010. USA: Library of Congress.
Dobell, G 2010, ‘Australia Deposes a Leader and Hangs Parliament’, Australia-East Asia and US Relations Journal, pp. 1-25.
Kent, J 2010. The Making of Julia Gillard Prime Minister. USA: Library of Congress.
Lavelle, A 2013. The Death of Social Democracy (Epub) Political Consequences in the 21St Century. USA: Ashgate Publishing Ltd.
MacCallum, M 2009. Australian Story: Kevin Rudd and the Lucky Country. Australia: Black Inc.
Machiavelli, N 2011. The Prince. USA: CSF Publishing Ltd.
Zastrow, C 2008. Social Work with Groups: A Comprehensive Workbook. USA: Cengage Learning.
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