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Chief Judges: The Limits of Attitudinal Theory and Possible Paradox of Managerial Judging

dc.contributor.authorGeorge, Tracey E., 1967-
dc.contributor.authorYoon, Albert
dc.date.accessioned2013-11-02T16:12:39Z
dc.date.available2013-11-02T16:12:39Z
dc.date.issued2008
dc.identifier.citation61 Vand. L. Rev. 1 (2008)en_US
dc.identifier.urihttp://hdl.handle.net/1803/5615
dc.description.abstract"Grutter v. Bollinger" is familiar to American lawyers, academics, and law students as the Supreme Court decision allowing the consideration of race in law school admissions.... Accusations like those made in "Grutter" are consistent with the attitudinal theory of judicial decision making. Attitudinal theory proffers that judges are political actors who make decisions that will maximize their policy preferences. Developed primarily by political scientists, this approach has gained increasing currency in legal scholarship. If the theory is an accurate account of any judicial action on the courts of appeals, we would expect, at a minimum, to see evidence in the behavior of chief judges, who have more opportunities than other circuit judges to achieve policy goals. Chief judges may behave attitudinally in exercising their formal powers as well as their informal authority and influence.en_US
dc.format.extent1 document (65 pages)en_US
dc.format.mimetypeapplication/pdf
dc.language.isoen_USen_US
dc.publisherVanderbilt Law Reviewen_US
dc.subjectGrutter v. Bollingeren_US
dc.subject.lcshJudges -- United States -- Attitudesen_US
dc.subject.lcshPolitical questions and judicial power -- United Statesen_US
dc.subject.lcshJudges -- Workload -- United Statesen_US
dc.subject.lcshGutter, Barbara -- Trials, litigation, etc.en_US
dc.subject.lcshBollinger, Lee C., 1946- Trials, litigation, etc.en_US
dc.titleChief Judges: The Limits of Attitudinal Theory and Possible Paradox of Managerial Judgingen_US
dc.typeArticleen_US
CDType.cdtype.AnalyticFindingAid
CDType.cdtype.AnalyticFindingAid
dc.identifier.ssrn-urihttp://ssrn.com/abstract=1001247


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