Description
Challenging the standard views that individual leaders either have all the power or little room to move in the making of foreign policy, this book demonstrates generalizable ways that leaders succeed by manipulating elements of their domestic and international environments. Exploring leaders' strategic moves in comparative case studies of Pakistan and the war on terror, the 1991 Persian Gulf War, the Northern Ireland conflict, the transition from apartheid in South Africa, and Zimbabwe's current crisis demonstrates similar dynamics of the policy process. As these cases reveal, leaders not only interpret the situation in which they find themselves but often manipulate it, framing elements of their domestic and international environments to their audiences, drawing attention, involving new actors, instigating issue linkage. With this intriguing array of contemporary cases of leadership in international relations, the author shows that a grasp of the intermestic policy process is essential to any understanding of policymaking in a globalized world.
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