Analysis Of Presidential Leadership During Times Of Crisis And Disaster

This case summarizes events preceding the Hurricane Katrina, which was one of the worst natural catastrophes in the modern history of the USA. It raises questions about the lack of reasonable prevention and preparation actions due to flimsy structure and management of the responsible organizations and persons, invalidity and inconsistence of their actions and incapability of making the decisions in a timely manner. As a result of the unstructured and incoherent activities, we could observe several ineffective and costly attempts to mitigate floods and hurricanes. In the beginning the local officials, U.S. Army Corps of Engineers and “White Houses past and present always seem penny-wise and pound-foolish” because of the chain of the wrong

Recently and historically hurricanes have caused catastrophic amounts of damage to individuals, property, and society as a whole. Given this immense amount of destruction caused by hurricanes, a president’s response to these storms is not only extraordinarily significant but necessary for society to recover from the damage. Not only does the president need to provide aid and support to the victims affected directly by these hurricanes, but also unite America in these times of crisis. A president’s ability to deal with these dire situations is crucial to their success and a representation of their leadership skills. Hurricane Maria and Hurricane Sandy were both similar storms that resulted in contrasting results. Two deadly storms with two very different responses: one from Obama and the other from Trump. President Obama’s response to Hurricane Sandy was swift and respectful, while Trump’s to Maria was sluggish and demeaning to the people of Puerto Rico, demonstrating the contrast between Obama’s heart and intellect and Trump’s idiocy and heartlessness.

To be a leader is no easy task. You are faced with complex decisions that affect others wellbeing, and sometimes lives. The leader with the single most responsibility for others would be the President. Therefore, analyzing his decision regarding 9/11 are a very daunting task. However, from a managerial standpoint I plan to examine his strengths and weaknesses, the alternative resources he utilized, and decision-making strategies.

In August 2005, Hurricane Katrina devastated New Orleans, Louisiana and the Gulf Coast. The results were catastrophic. Katrina and storm-related flooding took more than 1,800 lives and caused an estimated $81 billion in damages. In the storm’s aftermath, there was widespread debate over government response to the disaster. I believe that the bulk of the responsibility lay with the state and local governments. They should have been better prepared ahead of time and had more comprehensive plans in place to minimize danger to citizens. The national government has traditionally only sent its military into a state at the request of that state’s governor. The governors of Louisiana and Mississippi did not immediately request that action (Fraga, L.

failure. Several of his appointments, Michael C. Brown included, had been appointed due to their

This book is a bold work by George C. Edwards in which he shares his views of the political system in the US and how it has evolved over time. He has touched almost every president since the 1930s and brought to light some interesting details about how presidents have followed patterns and used their own style of actions to meet their unique objectives. The book describes in detail the attitudes of presidents and reflects his views on presidency. For instance, he has expressed three premises about presidential leadership: public support is used as a social resource by president, presidents must take interest in the problems of the people in order to actually garner support rather than just delivering speeches, and the public can be mobilized successfully by permanent campaigns.

As Hurricanes Katrina, Rita, and Wilma successively lashed the gulf coast starting in late August 2005, nature’s fury exposed serious weaknesses in the United States’ emergency response capabilities. Not all emergencies pose this magnitude of challenge. In the United States, the initial—and usually major—responsibility for disaster response rests with local authorities. This “bottom-up” system of emergency management has a long history and continues to make sense in most circumstances. Core Challenges for Large-Scale Disaster

1. In the Kirkpatrick and Shane article, several leaders are mentioned including President George W. Bush, Homeland Security Chief Michael Chertoff, and FEMA Director Michael D. Brown. Briefly evaluate each of these leaders on their overall effectiveness at Managing Execution and Driving for Results.

The president is constantly looking toward the state of nation’s defense. All major decisions and strategies are his to make alone. Likewise, the president is the nation's number 1 political boss. People look to the president as the leader for public opinion. Even though the president seems like he couldn’t take on many other roles, he is also the Chief of State, he is the leader of the rituals of the American Democracy.

The President of the United States is often considered the most powerful elected official in the world. The President leads a nation of great wealth and military strength. Presidents have often provided decisive leadership in times of crisis, and they have shaped many important events in history. The President has many roles and performs many duties. As chief executive, the President makes sure that federal laws are enforced. As commander in chief of the nation's armed forces, the President is responsible for national defense. As foreign policy director, the President determines United States relation with other nations. As legislative leader, the President recommends new laws and works to win their passage. As

With the end of World War Two and the presidency of Franklin Roosevelt, the United States emerged on the global stage as one of the planet's great economic and military powers. It is safe to say that with America's change in status, and in conjunction with profound industrial and technological change, that presidential leadership would necessarily have to transform yet again to meet a new era; nowhere could two different styles of leadership to meet the age be seen than in the Cold War administrations of Dwight D. Eisenhower and John F. Kennedy. Both men would exhibit a unique style of leadership suited to the personality of each, and each style could be considered to characterize the administration of each president, but nevertheless, both men would also use very similar leadership styles when necessary in order to attain certain policy goals.

The third influence is the conflict between government officials, and individual choices. Citizens tend to want to help the ones in danger or in need no matter the consequences, while government officials tend to try to secure their re-election by using the money and resources provided to the best of their ability. Before any government agency can begin to provide assistance, the President must declare a natural disaster, which is usually delayed.

Even though it is the responsibility of the federal and state governments to aid citizens during times of disaster, the people devastated by Hurricane Katrina were not effectively facilitated as according to their rights as citizens of the United States. The government’s failures to deliver assistance to citizens stem from inadequate protection systems in place before the storm even struck. The Federal Emergency Management Agency and the Department of Homeland Security were the two largest incumbents in the wake of the storm. The failure of these agencies rests on the shoulders of those chosen to head the agency. These directors, appointed by then president George W. Bush, were not capable of leading large government agencies through a

Being the leader of the free world is an accomplishment that citizens of the United States see as job with a vast amount of responsibility. Along with the responsibility comes great scrutiny. Presidents have come and gone, leaving a legacy that either creates a lasting memory of great leadership, or leaves a bad taste in the mouth of American voters. Leading the way in the land of the free is judged by three points: how the president chose to conduct themselves during controversial times, critical situations, and most importantly how they plan to help the citizens of the United States.

The Hurricane Katrina disaster highly challenged the operations of FEMA thereby leading to great changes in the agency. The Storm that is ranked as the third most intense U.S. landfalling intense caught the FEMA and at large the Department of Homeland Security unprepared thereby leading to severe losses. The hurricane claimed more than 1200 individuals and a total property of around $108 billion, of which could have minimized if FEMA could have carried out its operations effectively (Bea, 2006).