In exploring the leadership practices of chief executives of International Governmental Organizations, this article finds that IGO leaders recognize themselves as agents and as brokers. The paper produces findings from a multiple case study of the executive leadership of NATO from 1995 to 1999 and of the EU Common Foreign and Security Policy from 1999 to 2009. The relationship between member states and the IGO leader can be conceived as a Principal/Agent (PA) relationship where the agent plays a central role in framing a common vision and strategies, facilitating member states' involvement in the strategizing process, and mobilizing external and internal support. I depart from a restrictive PA conceptualization of the relationship since I do not envision it as conflictive, but rather as collaborative.

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Saz Carranza, Angel

Agents as broker: Leadership in multilateral organizations

In exploring the leadership practices of chief executives of International Governmental Organizations, this article finds that IGO leaders recognize themselves as agents and as brokers. The paper produces findings from a multiple case study of the executive leadership of NATO from 1995 to 1999 and of the EU Common Foreign and Security Policy from 1999 to 2009. The relationship between member states and the IGO leader can be conceived as a Principal/Agent (PA) relationship where the agent plays a central role in framing a common vision and strategies, facilitating member states' involvement in the strategizing process, and mobilizing external and internal support. I depart from a restrictive PA conceptualization of the relationship since I do not envision it as conflictive, but rather as collaborative.
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Agents as broker: Leadership in multilateral organizations
Saz Carranza, Angel
2nd Collective Leadership Research Workshop, New York 2015
New York University (NYU)
Nueva York (United States of America), 23/04/2015 - 25/04/2015

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