2010
DOI: 10.1080/08039410903558327
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Beyond Institutions: Rethinking the Role of Leaders, Elites and Coalitions in the Institutional Formation of Developmental States and Strategies

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Cited by 68 publications
(53 citation statements)
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“…In neither context have the 'rules-based' institutional arrangements cherished by the good governance agenda displaced personalised 'deals-making' as the norm within the public bureaucracy (Levy 2014). However, although the type of political settlement sets certain structural conditions within which governance takes place, the power relations that underpin these settlements are dynamic rather than static, and in both kinds of settlements the role played by specific actors, both leaders and coalitions, can be critical in determining which paths are taken (Leftwich, 2010).…”
mentioning
confidence: 99%
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“…In neither context have the 'rules-based' institutional arrangements cherished by the good governance agenda displaced personalised 'deals-making' as the norm within the public bureaucracy (Levy 2014). However, although the type of political settlement sets certain structural conditions within which governance takes place, the power relations that underpin these settlements are dynamic rather than static, and in both kinds of settlements the role played by specific actors, both leaders and coalitions, can be critical in determining which paths are taken (Leftwich, 2010).…”
mentioning
confidence: 99%
“…For example, the ways in which deal-making occurs is likely to differ according to each type of settlement, both in line with the structural balance of power (Khan, 2010) and the more dynamic manoeuvres of elite coalitions (Leftwich, 2010). So, dominant party settlements may enable political elites to develop the longer-term time horizons required for them to see that investing in institution-building is in their self-interest, although much here depends on the vision of the political leadership and their capacity to control the rent-seeking activities of other elites within the ruling coalition (Kelsall, 2013).…”
mentioning
confidence: 99%
“…While there are good reasons to be cautious about labelling cases as 'successful', there is nevertheless a general openness to the idea that stories of success or progress at least, can be useful learning tools (ODI, 2011 8 ). It is notable that recent research into the politics of service provision has turned its attention to explaining variation and exception in the face of overwhelming poor performance (Booth, 2011b), identifying institutional arrangements that are comparably better at dealing with some of the problems that arise in public service provision (Besley and Ghatak, 2007), and explaining why some cases run against the general patterns of institutional failure or corruption (Leftwich, 2010). Like these studies, the purpose here is not to provide a blueprint for success elsewhere, but rather, to begin to advance a research agenda that aims to understand better what accounts for variations in outcomes in the face of widespread under-provision.…”
Section: The Debate About Politics and Service Deliverymentioning
confidence: 99%
“…As Unsworth (2010:38) puts it, 'it is the way networks of relationships between public and private actors are configured that shapes their ability to influence reforms, not the characteristics of individual actors'. Accordingly, research by the Developmental Leadership Programme is examining leadership not in the personalised sense, but as a political process involving the skills of mobilising people and resources in pursuit of a set of shared and negotiated goals (Leftwich, 2010).…”
Section: Effective States and Inclusive Development Research Centre (mentioning
confidence: 99%
“…How will this legitimacy attract other authorizers to the initiative? Who might you be looking to include in a coalition, and what strategies do you have to create 12 Haggard and Webb (1993), Krueger (2002), Leftwich (2010), and Lewis (1996). 13 There are various interesting strands of such thought, as reflected in recent work.…”
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confidence: 99%