Challenging the standard views that individual leaders either have all the power or little room to move in the making of foreign policy, this book demonstrates generalizable ways that leaders succeed by manipulating elements of their domestic and international environments. Exploring leaders' strategic moves in comparative case studies of Pakistan and the "war on terror," the 1991 Persian Gulf War, the Northern Ireland conflict, the transition from apartheid in South Africa, and Zimbabwe's current crisis demonstrates similar dynamics of the policy process. As these cases reveal, leaders not only interpret.
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