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Page 1: Macedonia leadership
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leadership

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authority

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power

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sources of power

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european commissio

n

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expertise

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presidency

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position

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member states

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resources

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leadership resources

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reward

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“the leader giving

something to the negotiating

parties that they did not previously

have.”

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coercion

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pressure

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socialisation

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a common perspective or shared point

of view

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“A high probability of future encounters increases the

likelihood of mediated agreement” (Wall & Lynn,

1993: 173)

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“Small groups whose members have a history of

working together productively are likely to be more effective than those

that do not”(Rubin & Swap, 1994: 136)

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“Concession making behavior is more probable if parties show a commitment to a working relationship”

(Pruitt, 1991)

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legitimacy

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Without legitimacy to intervene in a

negotiation the action of a potential leader

will be rejected by the other parties

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expertise

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process expertise (leadership and

negotiating skills)

content expertise (technical knowledge of the subject matter)

(Wall & Lynn, 1993)

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information

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“An effective leader needs information on the situation,

the context, what is at stake, the other parties’ needs, goals, means of action, personality, and

values”

(Dupont & Faure, 1991: 52)

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“If the leader has perfect information about parties’

preferences it is possible to draft a highly efficient

compromise agreement”

(Lax & Sebenius, 1986: 172)

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“Better information gives a more accurate idea of where

the zone of possible agreement lies”

(Carnevale, 1986: 253)

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sherpa

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challenges(problems)

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maps(summarie

s)

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paths(solutions)

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logic

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emotions

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emotionalintelligenc

e

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awareness

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story teller

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story teller

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self

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us

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now

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