Shaping the European External Action Service and its post-Lisbon crisis management structures
This article 'Shaping the European External Action Service and its post-Lisbon crisis management structures: an assessment of the EU High Representatives’ political leadership' assesses the role, influence and core aspects of the EU High Representatives’ (HR/VPs) “political leadership” in the context of their efforts to advance the institutionalisation of the EEAS and its crisis management structures in the post-Lisbon era.
- Joachim Koops & Giulia Tercovich
- 27 August 2020
- Taylor & Francis Online
By combining analytical lenses from the literature on “European political leadership”, foreign policy analysis (FPA) and political psychology with insights from a wide range of semi-structured interviews and primary sources, the article analyses how the leadership approaches of Catherine Ashton and Federica Mogherini were influenced by core aspects, such as institutional setting, situational factors and “personal qualities”. By examining how both HR/VPs and their chosen advisors sought to shape the EU’s EEAS and crisis management institutions, scholars can gain important insights about how “personal qualities” and prior foreign policy experience can influence the HR/VPs strategic choices and their impact within and across the EEAS. Finally, the article considers the differing effects between 'maverick' and 'orthodox' leadership and approaches and concludes that whilst outside perspectives can bring fresh ideas and institutional innovations, they will fail to be of lasting significance and permanence if not accompanied by sufficient support from the dominant foreign and security policy conventions.