
by Joanne Reitano, author of the forthcoming book Charles Evans Hughes and the Dawning of Modern America
As we remember one president, assess a second, and anticipate a third, we confront the many meanings of leadership. That makes this the perfect time to revisit Charles Evans Hughes (1862–1948), an almost president, whose three careers as governor, secretary of state, and chief justice of the United States required three different leadership styles.
Although Hughes always wielded power efficiently and effectively, he maintained perspective on the possibilities and limitations of leadership in a democracy. As he said in 1922, “I am a servant and it is my business to see what I can do for the American people. I am not a boss, and my little authority or great authority that I happen to have for a day, is not a personal perquisite.”
Hughes was an unlikely prospect for political office, He rocketed to national fame in 1905 by conducting explosive New York State legislative investigations of the gas and life insurance businesses. A skillful prosecutor, he uncovered corrupt practices used by politicians and company executives to shape legislation, bilk customers, and inflate profits. Popular furor propelled him into politics as a fearless symbol of integrity.
The bosses (Republican and Democratic) were not happy and resolved to derail Hughes’s two-terms as a progressive New York State governor (1906–1910). Nonetheless, he defied them while championing merit appointments, governmental restructuring, and social reform. Often confrontational, he lost some battles, but won many. Hughes learned to work with legislators and, most importantly, appeal to public opinion. Adjusting without compromising his principles, he won renown and respect.
After serving as Supreme Court associate justice from 1910–1916 and barely losing the 1916 presidential election, Hughes became secretary of state (1921–1925) for a newly prominent nation in a radically changed, war-torn world. He masterminded the first international arms limitation conference using diplomacy, negotiation (and pressure) to produce treaties acceptable to the delegates and the Senate, isolationists notwithstanding. Indeed, Hughes’s strong rejection of isolationism solidified the nation’s international role.
The Washington Treaty System lasted for a decade. It did not prevent World War II, but did provide the model for peace through treaties that we still pursue. Similarly, he began redefining the Monroe Doctrine and America’s relationship with its southern neighbors. In all arenas, Hughes became the world’s major post-war spokesperson for replacing endless aggression with peaceful co-existence.
As chief justice of the United States (1930–1941), Hughes defended precedent but also promoted a “living constitution” responsive to changing economic and social imperatives, especially civil liberties. Through legal opinions and dissents, he led the court in upholding the Constitution by restraining some New Deal programs while endorsing others. Gradually moving a sharply divided court away from its obstructionist past ultimately precluded FDR’s court packing plan and preserved the Court’s independence.
Leaders are always controversial, especially when they are strong and effective. Hughes was also eloquent, principled, and resourceful in developing strategies that modernized American policies at home and abroad. Deeply dedicated to democracy, peace, and justice, Charles Evans Hughes offers us a compelling example of constructive leadership in these fraught times.
Click here to learn more on Reitano’s book.