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Transforming Power Relationships: Leadership, Risk and Hope

Titel:	Transforming Power Relationships: Leadership, Risk and Hope
Verfasser:	Read, James H. ; Shapiro, Ian
Körperschaft:	Institut für Höhere Studien (IHS), Wien (Herausgeber)
Veröffentlicht:	Wien, 2013
Umfang:	Online-Ressource, 44 S.
Format:	E-Book
Sprache:	Englisch
Schriftenreihe/ mehrbändiges Werk:	Reihe Politikwissenschaft / Institut für Höhere Studien, Abt. Politikwissenschaft ; Bd. 135

Bemerkung:	Veröffentlichungsversion
Zusammenfassung:	Abstract: Chronic communal conflicts resemble the prisoner’s dilemma. Both communities prefer peace to war. But neither trusts the other, viewing the other’s gain as its own loss, so potentially shared interests often go unrealized. Achieving positive-sum outcomes from apparently zero-sum struggles requires a kind of risk-embracing leadership. To succeed leaders must: a) see power relations as potentially positive-sum; b) strengthen negotiating adversaries instead of weakening them; and c) demonstrate hope for a positive future and take great personal risks to achieve it. Such leadership is exemplified by Nelson Mandela and F.W. de Klerk in the South African democratic transition. To illuminate the strategic dilemmas Mandela and de Klerk faced, we examine the work of Robert Axelrod, Thomas Schelling, and Josep Colomer, who highlight important dimensions of the problem but underplay the role of risk-embracing leadership. Finally we discuss leadership successes and failures in the Northern Ire

Bemerkung:

Veröffentlichungsversion

Zusammenfassung:

Abstract: Chronic communal conflicts resemble the prisoner’s dilemma. Both communities prefer peace to war. But neither trusts the other, viewing the other’s gain as its own loss, so potentially shared interests often go unrealized. Achieving positive-sum outcomes from apparently zero-sum struggles requires a kind of risk-embracing leadership. To succeed leaders must: a) see power relations as potentially positive-sum; b) strengthen negotiating adversaries instead of weakening them; and c) demonstrate hope for a positive future and take great personal risks to achieve it. Such leadership is exemplified by Nelson Mandela and F.W. de Klerk in the South African democratic transition. To illuminate the strategic dilemmas Mandela and de Klerk faced, we examine the work of Robert Axelrod, Thomas Schelling, and Josep Colomer, who highlight important dimensions of the problem but underplay the role of risk-embracing leadership. Finally we discuss leadership successes and failures in the Northern Ire

Transforming Power Relationships: Leadership, Risk and Hope

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