Problems, problems, problems: The social construction of ‘leadership’
研究了伊拉克战争决策中，领导者如何主动构建情境而非被动适应，提出基于社会建构主义的替代模型，对理解领导力与决策有启发。
The invasion of Iraq was premised upon accounts of the situation that have proved unsustainable, but that has not generated a change in the strategy of the coalition forces. Conventional contingency accounts of leadership suggest that accurate accounts of the context are a critical element of the decision-making apparatus but such accounts appear incapable of explaining the decisions of those engaged. An alternative model is developed that adapts the Tame and Wicked problem analysis of Rittell and Webber, in association with Etzioni’s typology of compliance, to propose an alternative analysis that is rooted in social constructivist approaches. This is then applied to three asymmetric case studies which suggest that decision-makers are much more active in the constitution of the context than conventional contingency theories allow, and that a persuasive rendition of the context then legitimizes a particular form of action that often relates to the decision-maker’s preferred mode of engagement, rather than what ‘the situation’ apparently demands. In effect, the context is reconstructed as a political arena not a scientific laboratory.