The decisions—about Iraq, about Korea, about fighting terrorism—that confrontthis U.S. President may turn out to be as momentous as any an American leader has faced in decades. What capacities does President Bush bring to his decision-making? What limitations hamper his judgment? The author, a journalist and a historian, speaks with people close to the President and probes his private life and public career. Bush is, he concludes, focused, quick to make decisions, persevering, a good judge of character, and yes, "smart enough" to be an effective President. The unknown quantity is imagination—the imagination to foresee consequences, the imagination to be a wartime President
The powers of the presidency have changed almost beyond recognition since the infancy of the office, when foreign relations were handled by a dozen clerks and diplomats, the armed forces consisted of several thousand soldiers and sailors, and the President himself took months-long summer vacations from the yellow-fever-ravaged capital of Philadelphia or Washington, D.C.
One pattern of presidential decision-making was established early on, however. The process is determined not by the office but by who holds it. The first President, George Washington, a veteran officer and a lifelong performer, led from the front; his decisions, clear and direct, were announced—if not made—in public. Thomas Jefferson, the third President, had a different style; a century and a half before the political scientist Fred I. Greenstein coined the phrase "hidden-hand presidency" to describe Dwight D. Eisenhower's time in office, Jefferson operated behind a screen of reticence, dinner-table charm, and the feints of congressional front men. The first Presidents also pioneered different ways of taking advice before making decisions. Washington weighed the counsel of often quarrelsome advisers, chiefly Jefferson, his Secretary of State, and Alexander Hamilton, his Treasury Secretary; John Adams, the second President, dealt with a Cabinet that was positively mutinous by firing half its members in his last year in office. In this area, too, Jefferson introduced a new model: the men around him all sang from the same page. His most important advisers—James Madison, at the State Department, and Albert Gallatin, at the Treasury—had worked with him and each other for years, and harmonized in ideology and temperament.