Critical Strategic Practice and Sino-Japanese Pluralized Regional Leadership: Collective Leadership, Competitive Coexistence and a Blocking Power Relationship

Abstract

This paper aims to develop a coherent analytical tool to explain the dynamics of Sino-Japanese pluralized leadership. Highlighting the constructivist concept of critical strategic practice, it argues that the nature of pluralized leadership is not fixed by existing social structures, but rather can be dynamically changed by potential leaders through critical reflection and actions to transform identities. It then suggests three possible types of pluralized leadership: collective leadership, competitive coexistence, and a blocking power relationship. These are determined by whether two leadership aspirants succeed in establishing institutionalized social networks and shared norms between them and whether a leadership aspirant gains a majority of followers for its leadership project. The paper shows that China and Japan have engaged in both competitive coexistence and a blocking power relationship through their critical strategic practice.