The Downing Street Chief-of-Staff: a case study in political management

Abstract

AbstractThe role of Downing Street Chief-of-Staff has been neglected by examinations of British Politics, prime ministers, and political leadership and management. This is despite the role having existed since 1997. This article is a “first move” in correcting this omission. The Chief’s responsibilities are difficult to define but cover oversight of the political operation within 10 Downing Street. This includes Human Resources; “gatekeeping”; being the PM’s closest adviser; institutional reforms; and other related functions. The article uses a theoretical framework drawn from the emerging literature on political management (Lees-Marshment, in Political management: the dance of government and politics, Routledge, Abingdon, 2021) to provide an understanding of what the Chief does and why it is important that we comprehend it better. It focuses upon how chiefs have undertaken the four “D’s” (deliberating, designing, doing, and dancing) of political management and what insights can be gleaned from this evidence. Application of this framework helps to reveal key developments of chiefs’ work in a structured and detailed manner.