Selecting party leaders, reform processes and methods: Examining the Australian and New Zealand Labour parties

Abstract

It is well documented that there has been significant change in the methods of political party leadership selection in recent years. It is now estimated that close to half of the parties in Western democracies use some form of ‘primaries’ for this purpose. However, research suggests there is marked variance in the methods used among parties that have adopted more inclusive processes. Using two qualitative comparative case studies, New Zealand Labour and the Australian Labor Party, this article identifies the main organizational decisions that stem from the choice to expand the leadership franchise. In doing so, we explore the range of options open to parties and examine the rationales supporting each of these. The relationship between the type of reform process undertaken and the decisions made is also explored.