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Strongman leadership and the limits to international cooperation

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  • Richard Higgott
  • Taelyn Reid

Abstract

Extensive institutional and policy change is necessary for the values of co‐operation and constructive dialogue in international relations to be restored in the current context of the declining world order. But that alone is not sufficient. We also need behavioural changes in the world's top leaders. Hypermasculine and hubristic performance in strongman leader behaviour have consequences for stable world order. While there is robust research on corporate leadership, similar research focusing on the personal socio‐psychological agency of strongman leaders in international relations is in its infancy. This paper uses the psychoanalytic frameworks: of narcissism and hubris syndrome to focus on the styles and practices of strongman leadership in international relations. The cognitive behavioural practices of this kind of leadership on co‐operation and dialogue reflect a set of gender‐performative, hypermasculine practices. While this is not an exercise in feminist scholarship, it is our analytical and not very subtle normative and prescriptive conclusion that any reform of international co‐operation will be greatly limited without a greater gendered understanding and practice of power, if we are to combat the all too easily condoned rebarbative behaviour of strongman leaders in international relations.

Suggested Citation

  • Richard Higgott & Taelyn Reid, 2023. "Strongman leadership and the limits to international cooperation," Global Policy, London School of Economics and Political Science, vol. 14(3), pages 451-463, June.
    • Handle: RePEc:bla:glopol:v:14:y:2023:i:3:p:451-463
    DOI: 10.1111/1758-5899.13234
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    References listed on IDEAS

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    3. Stein, Janice Gross, 1994. "Political learning by doing: Gorbachev as uncommitted thinker and motivated learner," International Organization, Cambridge University Press, vol. 48(2), pages 155-183, April.
    4. Ruggie, John Gerard, 1992. "Multilateralism: the anatomy of an institution," International Organization, Cambridge University Press, vol. 46(3), pages 561-598, July.
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