Leadership and Elizabethan Culture

241 Pages·2013·1.924 MB·English

by  Peter Iver Kaufman (eds.)

Leadership and Elizabethan Culture
Jepson Studies in Leadership
Series Editors: George R. Goethals, Terry L. Price, and J. Thomas Wren
Managing Editor: Tammy Tripp
Jepson Studies in Leadership is dedicated to the interdisciplinary p ursuit
of important questions related to leadership. In its approach, the series
reflects the broad-based commitment to the liberal arts of the University
of Richmond’s Jepson School of Leadership Studies. The series thus
aims to publish the best work on leadership not only from m anagement
and organizational studies but also from such fields as economics,
English, history, philosophy, political science, psychology, and religion.
In addition to monographs and edited collections on leadership,
included in the series are volumes from the Jepson Colloquium, which
bring together influential scholars from multiple disciplines to think
collectively about distinctive leadership themes in politics, science, civil
society, and corporate life. The books in the series should be of interest to
humanists and social scientists, as well as to organizational theorists and
instructors teaching in business, leadership, and p rofessional programs.
Books Appearing in This Series:
The Values of Presidential Leadership
edited by Terry L. Price and J. Thomas Wren
Leadership and the Liberal Arts: Achieving the Promise of a Liberal Education
edited by J. Thomas Wren, Ronald E. Riggio and Michael A. Genovese
Leadership and Discovery
edited by George R.Goethals and J. Thomas Wren
Lincoln’s Legacy of Leadership
edited by George R. Goethals and Gary L. McDowell
For the Greater Good of All: Perspectives on Individualism, Society, and Leadership
edited by Donelson R. Forsyth and Crystal L. Hoyt
Executive Power in Theory and Practice
edited by Hugh Liebert, Gary McDowell, and Terry L. Price
Leadership and Global Justice
edited by Douglas Hicks and Thad Williamson
On Effective Leadership: Across Domains, Cultures, and Eras
G. Donald Chandler III and John W. Chandler
Leadership and Elizabethan Culture
edited by Peter Iver Kaufman
F. A. Hayek and the Modern Economy: Economic Organization and Activity
edited by Sandra J. Peart and David M. Levy
Leadership and Elizabethan
Culture
Edited by
Peter Iver Kaufman
LEADERSHIP AND ELIZABETHAN CULTURE
Copyright © Peter Iver Kaufman, 2013.
Softcover reprint of the hardcover 1st edition 2013 978-1-137-34335-2
All rights reserved.
First published in 2013 by
PALGRAVE MACMILLAN®
in the United States—a division of St. Martin’s Press LLC,
175 Fifth Avenue, New York, NY 10010.
Where this book is distributed in the UK, Europe and the rest of the world,
this is by Palgrave Macmillan, a division of Macmillan Publishers Limited,
registered in England, company number 785998, of Houndmills,
Basingstoke, Hampshire RG21 6XS.
Palgrave Macmillan is the global academic imprint of the above companies
and has companies and representatives throughout the world.
Palgrave® and Macmillan® are registered trademarks in the United States,
the United Kingdom, Europe and other countries.
ISBN 978-1-349-46560-6 ISBN 978-1-137-34029-0 (eBook)
DOI 10.1057/9781137340290
Library of Congress Cataloging-in-Publication Data
Leadership and Elizabethan culture / edited by Peter Iver Kaufman.
pages cm. — (Jepson studies in leadership)
Includes index.
1. Great Britain—Politics and government—1558–1603.
2. Leadership—Great Britain—History—16th century. 3. Public
administration—Great Britain—History—16th century. 4. Leadership in
literature—History—16th century. 5. Leadership in art—History—16th
century. 6. Great Britain—History—Elizabeth, 1558–1603. I. Kaufman,
Peter Iver.
DA355.L35 2013
303.3(cid:2)4094209031—dc23 2013020345
A catalogue record of the book is available from the British Library.
Design by Newgen Knowledge Works (P) Ltd., Chennai, India.
First edition: October 2013
10 9 8 7 6 5 4 3 2 1
C O N T E N T S
Acknowledgments v ii
Introduction ix
One Queen Elizabeth I of England: Monarchical
Leadership in Action 1
Susan Doran
Two Of Poetry and Politics: The Managerial Culture of
Sixteenth-Century England 17
Norman L. Jones
Three Alla Prudentissima Et Virtuosissima Reina Elisabetta :
An Englishman’s Italian Dedication to the Queen 3 7
Charlotte Bolland
Four Mary Queen of Scots and the
Northern Rebellion of 1569 51
K. J. Kesselring
Five Queen Elizabeth’s Leadership Abroad:
The Netherlands in the 1570s 73
Peter Iver Kaufman
Six L eadership in the 1590s 89
Janet Dickinson
Seven Imagination and Leadership in Elizabethan England 103
Todd Butler
Eight Henry Herbert, Second Earl of Pembroke and Noble
Leadership in the Elizabethan Provinces 1 21
Neil Younger
vi Contents
Nine S wingebreeches and Schollers: Images of Pastoral
Leadership in Elizabethan Puritan Dialogues 1 41
Timothy Scott McGinnis
Ten C ommerce and Community: Emergent Forms of
Economic Leadership in Elizabeth’s England 1 57
Ritchie D. Kendall
Eleven T he Perils of Political Showmanship: Marlowe’s
Tamburlaine the Great 1 75
Meg Pearson
Twelve Subject, Servant, and Sovereign: Servant
Leadership in Elizabethan Government and
Shakespeare’s K ing John 191
Kristin M. S. Bezio
Thirteen “If Power Change Purpose”: Authority,
Leadership, and Religion in M easure for Measure 213
Karen Bruhn
Notes on Contributors 229
Index 231
A C K N O W L E D G M E N T S
Al Goethals first suggested that the Jepson Studies in Leadership series
might include a volume with a consistent, historical theme, and his fel-
low senior editors, Terry Price and Tom Wren, concurred. All three
have been among my insightful, generous, and good-humored col-
leagues since I joined the faculty five years ago. I am grateful for their
support. Tammy Tripp, the managing editor of the series, has super-
vised everything from nuts and bolts to the refinements. A guest editor
could hardly ask for a more skilled, enthusiastic, and gracious colleague.
Thanks are also due to Dean Sandra Peart of the Jepson School, who
makes all things possible, and to Scott Rockensies, my undergraduate
assistant, for some stitches in time. Credit my colleagues at Palgrave
Macmillan, now my friends, Leila Campoli and Charlotte Maiorana,
for bringing this volume to readers so expeditiously and attractively.
Above all, credit our company of distinguished scholars, whose intel-
ligent and imaginative contributions here enrich our understanding
of leadership and late Tudor culture. I profoundly appreciate their
cooperation.
This page intentionally left blank
I N T R O D U C T I O N
Leadership and Elizabethan Culture assembles contributions from political
and cultural historians who identify many of the problems confronting
early modern English government as well as sources that authorities
and their critics found useful as they addressed those problems during
the 45-year reign of Queen Elizabeth I (1558–1603). Susan Doran’s
chapter offers a synoptic view of the challenges Elizabeth faced. The
Queen’s conduct and accomplishments have been variously regarded.
Many scholars have written and write with admiration; a few with con-
tempt. James Anthony Froude, notoriously, with both. Doran explains
why—to this day—some corporate strategists adopt the Queen as a
model, and how, “until very late in her reign,” her “proficiency at team
building,” “command of image and performance,” and “mastery of
creative deceit” resulted in her realm’s “remarkable stability.” The con-
sensus now is that Elizabeth took “the lead role in policy formulation,”
although Patrick Collinson invented the term “monarchical repub-
lic” to signal the “active participation at many layers of society and
of locality of pretty well everybody” in England.1 Collinson’s “pretty
well everybody” is, of course, subject to qualification, yet no historian
denies the importance of what we would call the Queen’s management
teams. In his chapter, Norman Jones looks at literature circulated to
“create political managers,” repossessing curricula designed to refine
the sixteenth century’s “managerial culture.” Charlotte Bolland’s chap-
ter sifts dedications to give us “a glimpse of Elizabeth’s Court through
the eyes of an aspiring courtier.” Several subsequent studies assess the
conduct of the Queen and her government during crises, early and late
in the reign. K. J. Kesselring’s chapter redraws “the fine line” Elizabeth
walked “to preserve the dignity and inviolability of queenship” after
her Catholic royal cousin and could-be successor, Mary Stewart, Queen
of Scots, fled to England in 1568—and especially after the Northern