- List of Contributors
- Puzzles of Political Leadership
- Western Political Thought
- Theory of Democratic Leadership
- Political Science
- Public Administration
- Political Psychology
- Psychoanalytic Theories
- Social Psychology
- Rational Choice Approaches to Leadership
- Institutional Analysis
- Contextual Analysis
- Decision Analysis
- Social-Constructionist Analysis
- Rhetorical and Performative Analysis
- Experimental Analysis
- Observational Analysis
- At-A-Distance Analysis
- Biographical Analysis
- Personality Profiling Analysis
- Civic Leadership
- Party and Electoral Leadership
- Populism and Political Leadership
- Performative Political Leadership
- Political Leadership in Networks
- Political Leadership in Times of Crisis
- Leadership and the American Presidency
- Presidential Communication from Hustings to Twitter
- Executive Leadership in Semi-Presidential Systems
- The Variability of Prime Ministers
- The Contingencies of Prime-Ministerial Power in the UK
- Prime Ministers and their Advisers in Parliamentary Democracies
- Cabinet Ministers: Leaders, Team Players, Followers?
- Local Political Leaders
- Regional Political Leadership
- Leadership and International Cooperation
- Leadership of International Organizations
- Political Leadership in China
- Latin American Leadership
- Post-Communist Leadership
- African Political Leadership
- Can Political Leadership be Taught?
- Does Gender Matter?
- What Have We Learned?
- Name Index
- Subject Index
Abstract and Keywords
What role does leadership play in facilitating international cooperation in a complex global world beset by a variety of enduring and emerging transnational challenges? Scholars and practitioners alike have pointed to the importance of leadership in surmounting the barriers associated with reaching international agreements and achieving cooperative solutions. This chapter examines the relationship between international cooperation and leadership by critically reviewing the important contributions that have been made concerning the conceptualization of leadership, the motives actors have for engaging in leadership behaviour, the sources of leadership influence, as well as the various modes of leadership that aspirants of international influence can utilize. It also highlights recent research that has focused on the demand side of leadership, leadership recognition, the factors that influence how followers select leaders, and the impact leadership exerts on international cooperation and negotiation outcomes. The chapter closes by pointing to new research frontiers that scholars of international leadership would profit from better addressing in the future, such as the need to increase our knowledge concerning shared leadership and the role of leadership in the post-negotiation and implementation phases of multilateral cooperative endeavours.
Charles Parker is Associate Professor of Political Science at the Department of Government and serves as a primary investigator in the Center for Natural Disaster Science at Uppsala University. His research has focused on climate change politics, the origins and consequences of the warning–response problem, and post-crisis accountability procedures. His work has appeared in the Journal of Common Market Studies, Political Psychology, Global Environmental Politics, Foreign Policy Analysis, Public Administration, and the Journal of Contingencies and Crisis Management. His most recent publication, “Fragmented climate change leadership: making sense of the ambiguous outcome of COP-15”, appears in the journal, Environmental Politics.
Christer Karlsson is Associate Professor of Political Science and Lecturer at the Department of Government, Uppsala University in Sweden. He has published books, articles and book chapters in his principal research areas: climate change politics, European Union studies, constitutional politics and democratic theory. His work has appeared in journals such as Acta Politica, Ambio, European Law Journal, Global Environmental Politics, and Journal of Common Market Studies. His latest publication is “Fragmented climate change leadership: making sense of the ambiguous outcome of COP-15”, Environmental Politics, 21 (2): 268–86.
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