It is common for political leaders to claim they have no control over bad outcomes. Indeed, they often cite the arguments of political theorists and public intellectuals as to why: history rushes onward oblivious of human will; force and violence overcome political aims; globalization undermines the actions of national leaders; the bureaucracy sabotages their intentions; bad outcomes are often the unintended result of actions.

In Democratic Accountability, Leif Lewin examines these reasons and argues that they are unconvincing. He makes his case by describing and analyzing counterexamples in seven cases, including the prevention of a communist takeover in Europe after World War II, the European Union's preventing another European war, and Margaret Thatcher's taming of the bureaucracy in Britain. In a staunch defense of the possibility for meaningful and profound democratic decision making, Lewin finds that, in fact, not only do political leaders exert a good measure of control and therefore can be assigned responsibility, but the meaning of the functioning democracy is that the people hold their leaders accountable.

Because the world has long seen Sweden as a pioneer of democratic socialism, the success or failure of social experiments there has had momentous impact on the development of similar programs elsewhere. Now, in this penetrating inquiry undertaken by one of Sweden's leading political scientists, the problems and practices of Swedish trade unions are fully revealed.

Leif Lewin is interested in finding answers to several central questions: How “democratic” are Sweden's unions? How are they governed? How have they avoided the institutional inequities that plague some American unions? What sacrifices have Swedish unions had to make in order to solve their problems?

Lewin has gone directly to the people concerned, receiving from some 3,000 union members and leaders the information that forms the basis of his study. But his book is more than an empirical analysis of trade union democracy. It is also a strikingly successful example for all social scientists who have struggled to apply a hypothetical model of “democracy” to the ambiguous, often turbulent world around them. Above all, Lewin shows how the democratic ideal of individual intellectual and moral enrichment can be approached through participation in collective decision making. Thoughtful and balanced, his book addresses many of the problems that are just now being faced by social planners, economists, and union organizers everywhere.