The size and scope of the global crises of the past decade – economic, financial, food, fuel, health, and security – have called into question the efficacy and legitimacy of contemporary forms of global governance . At the same time, they have demonstrated both the impossibility of ‘going it alone and the need for effecitve international cooperation in crisis situations. ‘Leadership’ is often regarded as a critical factor determining the success and failure of global crisis management efforts. And yet, we currently lack understanding of which dynamics shape the emergence, success, and failure of crisis leadership in global governance. In short, we know very little about what 'makes' leadership in global governance crises’.
This pilot project, funded by a University of Warwick Strategic Award (2012-13), has explored innovative, multidisciplinary, and problem-driven pathways to understanding Crisis Leadership in Global Governance (CLiGG), centred around three key questions:
- How does crisis leadership in global governance emerge?
- How is it recognised (or not)?
- How does crisis leadership relate to questions about the legitimacy of global governance?
- MacDonald M., Homolar, A., Rethel, L., S. Schnurr, R. Vessey (2015fc.). 'Manufacturing Dissent: The Discursive Formation of Nuclear Proliferation (2006-2012)', Discourse and Communication 9 (April).
- Schnurr, S., Homolar, A., MacDonald M., Rethel, L. (2014.fc.) 'Legitimizing Claims for 'Crisis' Leadership in Global Governance: The Discourse of Nuclear Non-Proliferation', Critical Discourse Studies. doi: 10.1080/17405904.2014.974636