Leadership and Change in Asia-Pacific: Where Does Political Will Come From?

David Hudson, Nicolas Lemay-Hébert, Claire Mcloughlin and Chris Roche
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David Hudson: International Development Department, School of Government, University of Birmingham, UK
Nicolas Lemay-Hébert: Department of International Relations, Coral Bell School of Asia Pacific Affairs, Australian National University, Australia
Claire Mcloughlin: International Development Department, School of Government, University of Birmingham, UK
Chris Roche: Institute for Human Security and Social Change, La Trobe University, Australia

Politics and Governance, 2020, vol. 8, issue 4, 131-135

Abstract: We introduce this thematic issue by exploring the role of leadership in social and political change. In current times, the importance of leadership and choice has proved as important as ever. Leadership is often the critical variable separating success or failure, legitimacy and sustainability or collapse. This thematic issue explores a range of in-depth case studies across the Asia-Pacific region that help illustrate the critical elements of leadership. Collectively they demonstrate that leadership is best understood as a collective process involving motivated agents overcoming barriers to cooperation to form coalitions that have enough power, legitimacy and influence to transform institutions. Five themes emerge from the thematic issue as a whole: leadership is political; the centrality of gender relations; the need for a more critical localism; scalar politics; and the importance of understanding informal processes of leadership and social change.

Keywords: Asia-Pacific region; China; Covid-19; developmental leadership; Fiji; India; Indonesia; Papua New Guinea; political will; Solomon Islands (search for similar items in EconPapers)
Date: 2020
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Persistent link: https://EconPapers.repec.org/RePEc:cog:poango:v8:y:2020:i:4:p:131-135

DOI: 10.17645/pag.v8i4.3831

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