In 1989, Manhattan Borough president David Dinkins stunned New York politics by defeating then-Mayor Ed Koch in the Democratic primary and winning the general election. When Dinkins became mayor of New York City in 1990, he broke new ground as he was the first African American mayor in the city’s history.
Dinkins won by bringing together many different voter groups, including Black, Latino, Jewish, labor, and liberal white voters. Unlike other African American politicians who rose to power in large cities like Atlanta and Detroit in the 1970s and 1980s, African Americans did not constitute a majority of the population of the city. In 1993, he lost a very narrow rematch against Rudy Giuliani.
Dinkins’s time in office from 1990 to 1993 still invokes polarizing memories. Some have characterized the Dinkins years as among the worst in the city’s history, while others have celebrated his barrier-breaking election as well as his place in the longer history of Black political leadership.
I recently published a book that reexamines New York City during the Dinkins years. So why did I spend years exploring a controversial leader and a troubled period in New York City history?
Why the Leadership of Dinkins Still Matters
Dinkins’s story matters to students and future leaders because it shows that winning an election – or assembling any coalition – is very different from governing and sustaining trust in a pluralistic society. The leadership lessons learned from his historic primary and general-election victories in 1989 and his time in office from 1990 to 1993 provide valuable insights for business leaders.
Business leaders often work with people who have different backgrounds and goals. A leader may have support at first, but that support can fade when hard choices have to be made. The Dinkins era also illustrates how difficult it is to lead during a time of change and transition.
In conducting my research for the book, I wanted to understand why Dinkins struggled so much to lead New York. I did not accept the common narratives that portrayed him as incompetent or explained his defeat solely through racism.
The book’s central argument is simple: Dinkins rose to power by building trust across different groups. He was later defeated when that trust began to break down within his own coalition and then within the broader public.
Since the book was published, people have asked me why Dinkins, who has been out of office since 1993, is still relevant and what lessons we can learn from his historic 1989 election and his time in office.
While history often focuses on the victors, I believe we can learn valuable leadership lessons from people like Dinkins who, at first glance, appear to have lost. Specifically, Dinkins illustrates the importance of trust, effective communication and the difficulties associated with maintaining alliances in a pluralistic society.
Most importantly, the Dinkins era demonstrates that good intentions alone are insufficient to achieve success. Intent can be misconstrued and misunderstood by others, especially when communication and trust break down and when people have differing perspectives on what is effective communication.
For Leadership, Building a Coalition Is Not the Same as Governing
Dinkins once called New York a “gorgeous mosaic.” He meant that the city was made up of many different people, cultures and neighborhoods.
Dinkins believed that these differences were real and could make the city stronger. However, bringing people together for an election is easier than keeping them together when hard decisions affect the lives of people from different backgrounds.
Dinkins became mayor when New York faced many serious problems. Crime was high. The city had money problems, and the economy was in a deep recession.
Many communities did not trust one another. People wanted quick answers, but many of the problems had been building for years.
One lesson Dinkins taught us about leadership is that leaders must build trust. People need to believe that their leaders understand their concerns; they also need to believe that leaders will act fairly.
Maintaining a coalition also requires trust between partners. That trust broke down as Dinkins took actions that some coalition members believed harmed their interests.
When I reviewed internal documents from Dinkins’ administration, it is clear that some advisers believed a segment of the white electorate could not be persuaded to support Dinkins because of race. This perception created a serious political problem. Too many actions by the administration were viewed through the racial tensions of the era and through a zero-sum view of politics, further weakening public trust.
Communication and Confidence Matter in Leadership
Communication was one of the biggest challenges of the Dinkins administration. During a crisis, people want to hear from their leaders. They want to know what is happening and what will happen next.
When leaders do not communicate clearly, others will explain the situation for them. Critics may make a leader look weak, even when the situation is complicated.
During the Dinkins era, New York City faced a crime crisis. In many ways, this crisis had long roots but the spread of crack cocaine and the turf wars over its trade made many parts of the city battlefields.
New Yorkers demanded more police and Dinkins delivered both in numbers and in a changed policing strategy called “Safe Streets, Safe City.” This policy led to the aggressive policing of many minority communities with mixed results as well as conflict between Dinkins and many people in the African American community because the police tactics alienated many of the same people who demanded more policing.
Dinkins also shows that having authority is not the same as having the public’s confidence. A leader can make decisions, but people don’t have to believe in them.
Leaders need to listen, explain their choices and show that they are prepared. Most importantly, people need to believe that their leaders are not only capable of leading but comfortable in their positions of power.
Some New Yorkers saw Dinkins as ineffective. Tabloid coverage often reinforced fears about crime, the economy, and demographic change, making it harder for his administration to communicate its accomplishments.
While some New Yorkers were unlikely to support Dinkins in a racially polarized political environment, contemporary polls indicated that at least some percentage of voters of all races remained open to supporting Dinkins, even in his administration’s final year.
Dinkins was a capable leader but at times the public concluded that he was out of his league. New York City’s public had grown accustomed to a brash style of leadership during the years of Ed Koch, and Dinkins’ calm and sober demeanor during times of crisis was often interpreted as aloofness or unconcern.
The experience of Dinkins illustrates that there is a strong link between confidence and trust in leadership.
Applying Dinkins’ Leadership Lessons to Business
The leadership lessons of the Dinkins era also apply to many kinds of leadership. For instance, professors, business managers, school principals or community leaders may work with people who disagree with their actions.
Leaders cannot make everyone happy. But they can be honest, clear and fair.
When one company tries to acquire another company in a merger, this action requires assembling an alliance of stakeholders who see the value in such an alliance. After a merger, problems often occur during the implementation of decisions required to make the merger a success.
For example, after a merger, leaders must communicate the details of the post-merger structure and what changes will take place. These decisions and the communications surrounding such decisions often fuel mistrust and conflict. For example, a study conducted by management scholars David M. Schweiger and Angelo S. DeNisi in the 1990s found that communication regarding a merger’s goals can prevent the breakdown of trust that follows a merger.
Various stakeholders often have a zero-sum mentality that changes will benefit others at their expense. Such mistrust and conflict after a merger explain why many mergers fail.
Similarly, cross-functional corporate teams are similar to Dinkins’ multiracial voter coalition. They bring together people with different backgrounds, interests and institutional priorities.
Leadership Inspires People to Reach Common Goals
David Dinkins still matters today. His story reminds us that differences do not have to divide people.
Good leaders in both politics and business can help people find common goals. However, good leaders must work hard to maintain trust with both supporters and skeptics when times get difficult.
As I said in my book, the Dinkins era is also a cautionary tale. His view of New York City as a “gorgeous mosaic” offered a hopeful, humane vision for New York City, which inspired me as a teenager and shaped my life.
But diversity alone is not a complete leadership strategy. Diversity can strengthen a city, but a durable coalition also requires a shared civic purpose – an understanding that, beyond real differences, people’s futures are connected.
Great leaders do not ignore differences. They build trust across differences and remind people that more unites them than divides them in politics as well as business and other aspects of life.
Of course, these simple truths are often easier to state than to put into practice in both politics and business. Dinkins’ time in office serves as that reminder.
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