Unveiling the anatomy of autonomy: dissecting actor-level independence in the European External Action Service

Henökl, Thomas; Trondal, Jarle

doi:10.1080/13501763.2015.1020833

Cited by 22 publications

(10 citation statements)

References 51 publications

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Section: Resultsmentioning

confidence: 99%

“…The results should only be interpreted with regard to the role of the IPA within the IGO, not the IGO at large. The concept is similarly unsuited to make claims about the autonomy of administrative sub-units or individual bureaucrats (see Henökl and Trondal 2015). Table 3 shows that the dominant types are the two hybrid forms of ideational bureaucracies (35 per cent of the sample) and politicized bureaucracies (30 per cent).…”

Section: Resultsmentioning

confidence: 99%

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Comparing the autonomy of international public administrations: An ideal‐type approach

Ege

2017

Public Administration

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International Public Administrations (IPAs), that is, the secretariats of international organizations, are important actors in global governance. This article develops a new typology of IPAs that captures the potential influence of these bureaucratic bodies on international policy‐making. The main argument is that when conceptualizing the varying roles and potential policy impact of IPAs, it is useful to distinguish between their ability to develop autonomous preferences (autonomy of will) on the one hand, and their capacity to transform these preferences into action (autonomy of action) on the other. Based on this premise, the article introduces four distinct ideal‐types of international bureaucracies and suggests indicators to locate a diverse sample of 20 administrations within the four‐fold typology. The results reveal the empirical diversity of IPA autonomy and allow for a first empirical assessment of the factors behind this pattern.

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Section: Resultsmentioning

confidence: 99%

Section: Resultsmentioning

confidence: 99%

Comparing the autonomy of international public administrations: An ideal‐type approach

Ege

2017

Public Administration

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“…This means that a leader cannot be agenda‐free, nor simply an agent strictly monitored by its principals' wills. From the perspective of leadership as a process, the primary concern should not be the formal autonomy of the leader, but rather how different actors perceive the autonomy of the leadership (Henökl & Trondal, ). ‘Legitimate’ European leadership is not simply a structure of role expectations that an actor has to adapt to, but a process wherein the meaning of what is ‘legitimate’ and appropriate is negotiated and changing according to the situation, context and issues.…”

Section: Leadership As a Social Rolementioning

confidence: 99%

The Leadership Paradox in EU Foreign Policy

Aggestam

Johansson

2017

J of Common Market Studies

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This article examines a leadership paradox at the heart of EU foreign policy between the demand for effective European leadership, and leadership legitimacy embedded in state practices. This paradox is manifested in the Lisbon treaty that delegated significant formal leadership functions to the European level. We probe the question how and by whom leadership can and should be performed in EU foreign policy. To answer this question, we advance a new theoretical framework drawing on sociological institutionalism and role theory. We argue that leadership should be understood as a social role shaped in a process of interaction between leader and followers. We contribute with new empirical knowledge of leadership role relations based on an interview survey conducted in 2016. The empirical results point to role conflicts over the formal leadership functions in EU foreign policy and the emergence of new informal leadership practices by EU member states.

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“…The EEAS's delegations in third countries have also increased its autonomy (Henökl 2014) and, as a consequence, expanded the distance between the EEAS and the masters of EU foreign policy -the member states (Henökl and Trondal 2015). However, being 'torn apart' between the influence of several actors (Henökl 2014), the EEAS has also found it hard to escape the diplomatic habits of national capitals (Spence 2012;Pomorska and Vanhoonacker 2015) or to avoid that its officials remain caught in the dynamics of the institutions they come from (Juncos and Pomorska 2014).…”

Section: Introductionmentioning

confidence: 99%

Autonomy in intergovernmentalism: the role ofde novobodies in external action during the making of the EU Global Strategy

Morillas

2019

Journal of European Integration

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Is the new intergovernmentalism well positioned to explain the inter-institutional dynamics of EU external action, as reflected by the policy-making process of the EU Global Strategy (EUGS)? This article argues that, despite the divisive and crisis-ridden dynamics in European integration and external action, de novo bodies such as the HR/VP and the EEAS have increased their autonomy in the traditionally intergovernmental EU foreign and security policies. By tracing the making of the EUGS through 39 interviews with officials from EU institutions and member states, this article argues that the increased autonomy of the HR/VP and the EEAS in external action has also facilitated the parallel convergence of initiatives in security and defence. The value of the EUGS should thus be found in the ad intra integration dynamics it has generated; particularly when, ad extra, it embodies a more troubled environment for EU external action.

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Unveiling the anatomy of autonomy: dissecting actor-level independence in the European External Action Service

Cited by 22 publications

References 51 publications

Comparing the autonomy of international public administrations: An ideal‐type approach

Comparing the autonomy of international public administrations: An ideal‐type approach

The Leadership Paradox in EU Foreign Policy

Autonomy in intergovernmentalism: the role ofde novobodies in external action during the making of the EU Global Strategy

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