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• W4361028900 abstract "John Marshall and the Origins of Supreme Court Leadership Robert G. Seddig “The least dangerous branch ofthe Ameri­ can government is the most extraordinarily powerful court of law the world has ever known...”1 The power which Alexander M. Bickel attributes to the United States Supreme Court has come gradually. Nowadays, owing in large part to the development ofthe American doctrine ofjudicial review, the Supreme Court is a major national policy making institution.2 We accept Bickel’s statement as legal apho­ rism. The wellspring of such power lies in the case law and procedure of the Court in its infancy. It isinevitable, then, thatlegal scholars devotemuch attentionto the Supreme Court in an inchoate period: The Jay and Ellsworth Courts (or, the Pre-Marshall Court, as it is often called), 1789-1800, and the Marshall Court, 1801-1835. From suchbeginnings, we can learn about the Supreme Court as an institution of politics and law. Theheritage ofJohn Marshall, fourthChief Justice of the United States, is not limited to constitutional law. To the important prece­ dents of Marbury v. Madison,3 McCulloch v. Maryland,4 Dartmouth College v. Woodward,5 and Gibbons v. Ogden^-tomention fourwhose “radiating potencies” go far beyond the actual holdings of the decision-we must add the prece­ dent of effective court leadership. Thejudicial statesmanship which Marshall contributed to the Republic in the first third of the nineteenth century is manifested not only through consti­ tutional interpretation, but also through the manner in which he shaped the Court as a legal institution. The tradition of leadership—both withinthe Court andwithout-beginswithJohn Marshall who, according to Oliver Wendell Holmes, indisputably is the “one alone” to be chosen “if American law were to be repre­ sented by a single figure.”8 Leadership and the Supreme Court Before he became Chief Justice, Charles Evans Hughes wrote that [pjopularinterestnaturally centersin the ChiefJusticeasthetitularheadofthe Court.... [He] has an outstanding position, but in a small body ofable men with equal authority in the making of decisions, it is evident that his actual influence will depend upon the strength ofhis character and the demonstra­ tion ofhis ability in the intimate relations of thejudges.... While the ChiefJusticehas only one vote, the way in which the Court does its workgiveshim a specialopportunityforlead­ ership.9 So pervasive was John Marshall’s influence that it became the tradition after 1835 to desig­ nate a Court period by the name of its Chief Justice. Some maydispute this. More recently, Justice Potter Stewart argued: There’s no such thingas the Burger Court.... Nor was there such a thingas the Warren Court. Thefact is that onlytwice in history, thatI know of, has the ChiefJustice been the leader of the Court-in thedaysofChiefJusticeJohn Marshall and in the days of ChiefJustice Charles Evans Hughes.... Each led not because he was Chief Justice but because ofhis intellectualforce, his personality, his professional competence, and his gift ofarticulate expression.10 Asprimes interpares, the ChiefJustice is in a unique position to influence. But as both Hughes andStewarthave said,his “actualinflu­ ence” will depend on a number of factors. In approaching leadership on the Supreme 64 JOURNAL 1991 Court, the obvious starting point is the Chief Justice who “does have some authority which other members of the Court do not possess.”11 The “head position” within a group provides the opportunity, and perhaps the expectation, for leadership. “The Chief Justice has the op­ portunity to be first among equals, but may not seize the opportunity.”12 In other words, the office could be what the occupant chose to make it in defining his role. In assessing the origins of Supreme Court leadership, it is criti­ cal to understand how John Jay, Oliver Ellsworth, and Marshall shaped the role as Chief Justice, for they set the tone for future generations. Supreme Court leadership has a social and task component.13 The task leader is con­ cerned with “production emphasis” and conse­ quently “makes more suggestions, gives more opinions, orients the discussion more frequently, and successfully defends his ideas more often than the others.”14 The social leader is more concerned with successful interpersonal rela­ tions within the group: he “attends to the emo­ tional needs of his associates by affirming their..." @default.
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• W4361028900 date "1991-01-01" @default.
• W4361028900 modified "2023-10-17" @default.
• W4361028900 title "John Marshall and the Origins of Supreme Court Leadership" @default.
• W4361028900 doi "https://doi.org/10.1353/sch.1991.0008" @default.
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