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Leadership and power in Nelson Mandela’s Long Walk to Freedom

Bibliographic Data

ID8246016
AuthorsJames H Read (0000-0003-4316-7006, College of Saint Benedict and Saint John's University, corresponding author)
Year2010
Volume3
Issue3
Pages317-339
Publication date2010-12-01
Peer ReviewedYes
Open AccessNo
TypeARTICLE
VenueJournal of Power (JOURNAL)
Journal identifiersISSN: 1754-0291 • E-ISSN: 1754-0305
PublisherInforma UK Limited (PUBLISHER • GB)
DOI10.1080/17540291.2010.524792
OpenAlexW2006432653
LanguageEN
Citations received10
References cited12

Nelson Mandela’s Long Walk to Freedom analyzes the racial power conflict in South Africa, and Mandela’s own role as a leader in that struggle. Mandela saw the conflict in variable‐sum, not zero‐sum terms: it was in all sides’ interest to avoid civil war, but without risk‐taking leadership civil war was the likely outcome. Mandela employed several of the strategies for resolving variable‐sum (‘mixed‐motive’) conflict described in Thomas Schelling’s The Strategy of Conflict, including rendering oneself powerless to make further concessions and not pushing an opponent too far. But Mandela’s accomplishments also highlight the limitations of Schelling’s analysis, which minimizes the role of creative leadership in resolving conflict. The episode invites wider reflection on the nature of both leadership and power

Media studies · Physics · Political science · Power (physics · Sociology · South African History and Culture

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    Open Access•James H Read, Ian Shapiro et al.•American Political Science Review•2014

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  • Cry for the Beloved Country

    John J Saul•Monthly Review•2001

  • Mandela's Democracy

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Unique citing works10
Citations per year0,63
Citation span2010 - 2026 (17)
Citation velocitycurrent
Highly citedNo
Citation typesNeutral: 10

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