Tracing leadership
The ECB’s ‘whatever it takes’ and Germany in the Ukraine crisis
Bibliographic Data
| ID | 6406986 |
|---|---|
| Authors | Magnus G Schoeller (0000-0002-5826-0900, University of Vienna, corresponding author) |
| Year | 2020 |
| Volume | 43 |
| Issue | 5 |
| Pages | 1095-1116 |
| Publication date | 2020-07-28 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | West European Politics (JOURNAL) |
| Journal identifiers | ISSN: 0140-2382 • E-ISSN: 1743-9655 |
| Publisher | Informa UK Limited (PUBLISHER • GB) |
| DOI | 10.1080/01402382.2019.1635801 |
| OpenAlex | W2963946215 |
| Language | EN |
| Citations received | 10 |
| References cited | 32 |
Political scientists face problems when assessing a leader’s impact: how can we know that a policy outcome or institutional change is caused by leadership? This article argues that in addition to relying on comparisons and counterfactuals, we need to trace the causal mechanisms by which leadership affects outcomes. Therefore, the article proposes a way to trace leadership and applies it to two cases of EU crisis management: the European Central Bank’s role in announcing Outright Monetary Transactions in the eurozone crisis, and Germany’s role in shaping the EU’s response to the Ukraine crisis. Systematic process-tracing shows that both actors provided leadership ‘by default’. However, while the ECB had to combine the provision of knowledge with unilateral action in order to overcome the eurozone crisis, Germany could use manifold bargaining-based strategies and thus became the EU’s de facto agenda setter and main representative in managing the Ukraine crisis
Crisis management · De facto · Economic policy · Economics · European debt crisis · European integration · European union · Face (sociological concept) · Financial crisis · Macroeconomics · Order (exchange) · Political economy · Political science · Politics · Process tracing · Setter · Sociology · TRACE (psycholinguistics) · European Union Policy and Governance · Finance · Law · Political Influence and Corporate Strategies · Social Policy and Reform Studies
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The European Central Bank in the International Political Economy
Deciding upon the Banking Union
The transformation and design of EU restrictive measures against Russia
Franco-German leadership in the context of EU defence policy
The contested nature of political leadership in the European Union
Beliefs of political leaders
The European Commission in Covid-19 vaccine cooperation
Collaborative leadership in EMU governance
Leadership in EU policy-making
Political Leadership in Liberal Democracies
Process-Tracing Methods
Leadership and Negotiation in the European Union
Contextualizing Performances of Family Firms
Comparative Political Leadership
From transparency to ambiguity
Political leadership of the European Central Bank
Correcting for the Eurozone Design Failures
Political Leadership and Collective Goods
The Three Faces of German Leadership
The myth of German hegemony in the euro area revisited
Existential crisis, incremental response
No Longer the Elephant Outside the Room
Europe’s crises and the EU’s ‘big three
Political leadership in times of crisis
Case Selection Techniques in Case Study Research
The paradox of human rights conditionality in EU trade policy
Dominance and Leadership in the International Economy
A New Statecraft? Supranational Entrepreneurs and International Cooperation
Political leadership and regime formation
Theory and Method in the Study of International Negotiation
Leadership
Do Leaders Matter and How Would We Know
Understanding Process Tracing
| Unique citing works | 10 |
|---|---|
| Citations per year | 1,43 |
| Citation span | 2019 - 2025 (7) |
| Citation velocity | recent |
| Highly cited | No |
| Citation types | Neutral: 9 |