In the history of Tamil Nadu politics, M. Karunanidhi’s fifth and final term as Chief Minister from 2006 to 2011 stands out as a remarkable example of political acumen. For the first time since the state’s formation in 1952, a hung assembly emerged after the May 2006 elections. Karunanidhi not only formed a minority DMK government but also steered it successfully through the entire five-year term, defying expectations of instability common in coalition-era politics.
The 2006 Hung Verdict and Formation of Government
The 2006 Tamil Nadu Legislative Assembly elections produced no clear majority. The DMK-led Democratic Progressive Alliance secured 163 seats in total, but the DMK itself won only 96 seats—short of the 118 needed for a majority in the 234-member house. The rival AIADMK alliance managed just 69 seats. This created a classic hung assembly situation.
Karunanidhi was sworn in as Chief Minister on 13 May 2006. Instead of forming a full coalition cabinet, he chose to head a DMK-only government with 31 ministers. Stability came from reliable outside support extended by pre-poll allies, particularly the Pattali Makkal Katchi (PMK) with 18 seats and the Left parties (CPI(M) and CPI). This external backing comfortably pushed the government’s effective strength above the majority mark without diluting DMK’s direct control over the administration.
Strategic Handling of Allies and Congress Pressure
One of the biggest challenges was managing the Indian National Congress, which had won 34 seats and was a key partner both in the state and at the Centre under the UPA arrangement. Congress leaders strongly demanded ministerial berths. Karunanidhi firmly refused, arguing that the pre-poll understanding with allies was limited to outside support. He successfully convinced the Congress high command, led by Sonia Gandhi, by highlighting the practical difficulties of running a full coalition in Tamil Nadu’s intensely competitive Dravidian political landscape.
His deep experience as a veteran alliance-builder—having partnered with both NDA and UPA at the national level—proved invaluable. Karunanidhi’s stature as a dependable ally helped him navigate these pressures without conceding ground. He also leveraged internal divisions within the Tamil Nadu Congress unit to his advantage.
Political Skill and Popular Governance
Karunanidhi displayed classic Dravidian political wit when AIADMK supremo J. Jayalalithaa repeatedly mocked his setup as a “minority government.” He reframed the narrative, positioning his administration as one working “for the minorities” and socially backward sections, in line with the Dravidian movement’s core ideology of social justice.
The government faced no major defections or destabilising floor tests. Although the PMK later distanced itself ahead of the 2009 Lok Sabha polls, the remaining support structure held firm. On the governance front, Karunanidhi’s team moved swiftly on populist promises—slashing the price of rice, waiving cooperative farm loans, introducing sub-quotas for Arunthathiyars and backward Muslims/Christians, expanding education access, and pushing infrastructure projects. These welfare measures helped build public legitimacy and reduced opposition momentum.
A Lesson in Minority Government Management
Unlike the landslide victories DMK had secured in earlier decades (such as 173 seats in 1996), the 2006 verdict forced Karunanidhi to adapt to coalition realities. His success lay in maintaining tight arithmetic control through outside support, refusing to share power disproportionately, and delivering on welfare commitments. This approach allowed a minority government to complete a full term in a state historically dominated by single-party Dravidian majorities.
Karunanidhi’s handling of the 2006–2011 minority government remains a textbook case in Indian politics, demonstrating how experience, strategic firmness, and timely populist measures can turn potential fragility into sustained stability. Even years later, it continues to be studied as a masterclass in coalition-era governance in Tamil Nadu.
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