The Cultural Dimension of Peace Operations

This chapter is concerned with the socio-legal connotations of cultural property vis-à-vis peacekeeping. The chapter enquires whether, and how, can peacekeepers (acting on behalf of the international community) protect cultural property. The chapter provides a critical analysis on the way in which the concepts of cultural property and peacekeeping interact at both normative and implementation level. The central question under examination is whether peacekeeping missions are/should be under obligation to protect cultural property. The chapter argues for the need to include cultural property in the mandate of peace operations. The feasibility of such inclusion is preconditioned by the states' political will in the UN Security Council. The successful integration of the cultural perspective into a peace operation is ultimately dependent on the extent of education, training, understanding, tolerance, cooperation, and coordination between many diverse elements of any mission and, at the same time, and importantly, between the mission and the local population.

Meaning and Concept of Peace Leadership

The last 30 years witnessed a major development of leadership theory. There is now a wide variety of leadership styles available for leaders that are distinct from the previous paradigm of authoritarian leadership. The chapter intends to present the most popular leadership orientations and analyzes their capabilities for a culture of peace. Thus, conscious leadership modelled after Ubuntu leadership, authentic leadership, transformational leadership, servant leadership, charismatic leadership among others are analyzed to identify peace leadership components. This analysis will at least reveal two peace leadership principles. One is a vision of the leader that corresponds to the vision of a culture of peace as it has been developed by the United Nations. The other is a set of core values a peace leader needs to be effective in influencing followers to actualize a culture of peace. The chapter concludes by briefly describing the tool box of a leader to stay on course such as the practice of mindfulness and awareness of neuroplasticity.

Role of Leaders in Post-Conflict Societies

When Serbian Prime Minister Aleksandar Vučić was attacked on the 11th of July 2015 in Srebrenica on the day of the commemoration and burial of the victims of the genocide committed in that town in 1995, he characterized it as an assassination attempt. Furthermore, he stated that “hand of peace” that he was offering was rejected once more from the “Bosnian” side. Of course, he didn't mention that he, in the previous six months, together with Serbia's ally, Russia, advocated that the UN Security Council rejects the resolution that would call all sides to accept the final decisions of the ICTY and draw necessary lessons in regard of commemoration of the 20 years from the Srebrenica Genocide. He didn't mention that he is, along with the leaders of Serbian people in Bosnia and Herzegovina, among those negating the Srebrenica Genocide (sarcastically calling it “grave crime”). He also did not mention his inflammatory rhetoric in the Parliament of Serbia in 1995 when during the events in Srebrenica he said “If you kill one Serb, we will kill 100 Muslims.”

Cultural Intelligence Among Organizational Leaders as a Way to Enhance Peace and Conflict Resolution Within Organizations

Organizational leaders are facing different kinds of challenges in the current business world. One critical challenge is their interaction with and management of individuals from culturally diverse backgrounds. The objective of this conceptual research chapter is to indicate how cultural intelligence among organizational leaders can enhance peace and conflict resolution within organizations. A cultural intelligence improvement model, as well as a model of peace leadership from the inside out (as part of emotional intelligence), are discussed as a way in which peace and conflict resolution can be enhanced within an organizational context.

Traditional Leaders in the Reconciliation of Muslim-Christian Conflicts in Moluccas

It has been known that leaders play key roles in the reconciliation of intergroup conflicts. In Indonesia, during 1999-2003 of Muslims-Christians conflicts in Moluccas islands, the role of traditional leaders was essential in the reconciliation process. In this chapter, the authors aim to describe the efforts of conflict reconciliation in the Moluccas that happened in 1999-2003 in Indonesia. The chapter will (1) explore the pre-conflict condition to explain factors that triggered the conflict, (2) explain what occurred during the conflict as well as the condition, and (3) explain the process of how the traditional leaders got actively involved in the reconciliation process.

Global and Intercultural Leadership

Since the Revolutionary Armed Forces of Colombia (FARC) gave up the guns and launched a political party, it is time to implement the peace agreements including the different sectors of society and ethnic groups that historically have been excluded and marginalized. This chapter focuses on Afro-Colombian communities and their past and present social movements and leadership projects, and identifies the characteristics and perspectives of a leadership process that will implement the peace accords in a more comprehensive and sustainable way. Finally, the author suggests a global and intercultural leadership perspective to implement the peace agreements in Colombia because it will emphasize on relationships and value other cultures, facilitate platforms to include the narratives and leadership approaches of different worldviews, and put the focus on an intercultural dialogue and communication that will transform objective and subjective structures of society.

Global Sustainability Leadership

Deteriorated living conditions of the world endangers humanity's survival and the peace in the world. Human beings whose living conditions have been deteriorated in a way that they cannot fulfil their primary needs (based on Maslow's hierarchy of needs) can look for different options (including war) to have access to the scarce resources vital for their survival. Peace can be sustained through sustainability. For this reason, global leadership initiatives on sustainability are required for the proactive conflict resolution and for the proactive peace building among the countries. This chapter aims to introduce the global sustainability leadership as a key for the peace in the word. With this aim, the chapter covers the following topics: need for sustainability and sustainable development; role of the sustainability in the peace of the world; ways of enhancing sustainability performance of the world; and need for the global leadership initiatives for sustainability movement and role of the global leadership in the proactive conflict resolution and peace building.

Leadership

This chapter aims to drive peace actors into new ways of thinking in developing peacebuilding activities by applying leadership frameworks to stabilize and reconstruct national institutions in a post-conflict environment. The examination will highlight the role of global leadership constructs play within peacemaking, peacekeeping, and peacebuilding. The discussion presents a mixture of leadership and peacebuilding disciplines by examining the intersection of theoretical leadership models with international relations, and conflict resolution construct as peacebuilders reconstitute national instruments of power in a post-conflict environment. More importantly, the purpose is to generate new knowledge that overlays leadership theory and application frameworks with its impact on the organizational and operational effectiveness of peace development institutions and organizations.

Regional Political Leadership and Policy Integration in Great Lakes Region of Africa

For the past two decades, following the Rwandan genocide in 1994, the Great Lakes Region of Africa has become a conflict-ridden zone marked by mass violations of human rights and political instabilities. Part of these instabilities and violence is due to the lack of strong and stable political leadership and institutions in many of the countries in the region. In 1996, the Democratic Republic of Congo (DRC) was plagued by the uprising of the rebel movement called the Alliance des Forces Démocratiques pour la Libération du Congo-Zaïre. This movement was a coalition of Rwanda, Burundi, and Uganda, along with Congolese people. However, the AFDL victory was short-lived since the coalition parties broke up their alliance in 1998, which led to a new cycle of conflict which continued to destabilize the DRC to date with its Eastern provinces being most affected. In addition to conflict within the DRC, political instability and crisis of legitimacy of political leadership in South Sudan, Burundi, and the Central African Republic have also exacerbated the instability in the region. In this chapter, the author argues that peace and stability in the Great Lakes Region of Africa would depend on how best several facets of policies are integrated into one operational framework for peace and stability.

The Importance of Truth Commission Leadership

Kenya's Truth Justice and Reconciliation Commission was undermined and nearly destroyed by a scandal surrounding its chairman, Bethuel Kiplagat. This case demonstrates that hostile political leadership and illegitimate institutional leaders can severely damage a truth commission. It also highlights the need for greater investigation into appropriate selection processes and leadership skills for commissioners. This chapter surveys that state of the field concerning best practices for appointing truth commissioners and evaluates the degree to which Kenya's TJRC complied. It tests the popular perception that Kiplagat was appointed to co-opt the truth-seeking project and concludes that the government took advantage of a poorly conducted selection process to approve the appointment of a controversial chairman so as to weaken the truth commission.