{"id":2678,"date":"2014-06-16T11:00:35","date_gmt":"2014-06-16T15:00:35","guid":{"rendered":"http:\/\/blogs.shu.edu\/ghg-development\/?p=2678"},"modified":"2014-11-30T22:01:30","modified_gmt":"2014-12-01T03:01:30","slug":"analyzing-leadership-in-global-health-governance","status":"publish","type":"post","link":"https:\/\/blogs.shu.edu\/ghg\/2014\/06\/16\/analyzing-leadership-in-global-health-governance\/","title":{"rendered":"Analyzing Leadership in Global Health Governance"},"content":{"rendered":"

\"gh\"<\/a>\u00a0Sophie Harman and Simon Rushton<\/strong><\/p>\n

Rhetoric around the need for more and better leadership is ubiquitous in contemporary global health governance, yet there has been little articulation of what \u00a0type of leadership is required, who might play leadership roles, and in what fora leadership might be exercised. Global health governance has widely been seen as \u00a0a policy space characterised by a multiplicity of (often competing) actors with no overall authority. Nonetheless, major accomplishments exist, and in some cases \u00a0there are impressive levels of collective action to address particular health problems. We argue that leadership provides an important lens for understanding how \u00a0goals are met in global health governance. Drawing on the existing literature on global health governance and leadership and agency in international relations, \u00a0we set out in this paper a framework for analysing leadership in global health governance. Crucially, we argue, such a framework must be specific enough to be \u00a0operationalised in terms of a program of research and at the same time broad enough to capture a wide variety of different sources, sites and forms of leadership \u2013 \u00a0including the roles played by \u2018hidden leaders\u2019 who are seldom acknowledged in mainstream analyses of global health politics.<\/p>\n