Climate Change Leaders Research Articles

Team-Teaching as a Promising Pathway toward Interdisciplinary Sustainability Competency Development

Through a qualitative, interview-based inquiry on students’ learning in a single team-taught course focused on energy resources and policy implications, our team explored how team-taught interdisciplinary courses facilitate students’ development as leaders in energy resource sustainability. We conducted pre- and post-course interviews of nine undergraduate student participants and the two co-instructors for the course. The students self-identified as seven women and two men, ranging in age from 18 to 21 years. Six students were White, two were Asian/Asian American, and one was Black; the co-instructors were White men. To develop our findings, all interviews were subjected to a process of qualitative coding to derive themes, which we present with rich data from participants’ verbatim quotes. Findings revealed that constructivist-informed interdisciplinary instruction by the teaching team deepened students’ understandings of the importance of the knowledge of both energy science and policy, helping them to become holistically informed on critical issues in energy resource sustainability. Further, students recognized that an integrated understanding of these bodies of knowledge was critical to writing energy resource policy memos that constituted the central learning/assessment activity of the course. The kind of literacy afforded to the students through the team-teaching endeavor is foundational to students’ development as climate leaders. We suggest that this mode of teaching may represent an effective teaching enhancement for preparing energy sustainability and climate change leaders at the University of Michigan, other US institutions and internationally.

Can Co-Creating and Participating in a Massive Open Online Course (MOOC) Develop Climate Change Leaders?

There is an urgent need to develop climate leaders who can inspire and support mitigation and adaptation actions. This exploratory study assessed the experiences of two student populations: (1) remote learners who participated in, and (2) student co-creators who co-designed, the Massive Open Online Course (MOOC) Act on Climate: Steps to Individual, Community and Political Action (AoC). It examines the extent to which participation and involvement in the course facilitated the development of climate leadership practices of both populations. MOOC remote learners’ answers to discussion prompts (2099 responses from 705 learners) and student co-creators’ interview responses (n = 10, r = 83%) were qualitatively analyzed, informed by Kouzes and Posner’s (2018) five key practices of effective leaders. Findings suggest that remote learners and student co-creators engaged in these key leadership practices to varying degrees. For example, both groups “modeled the way” by taking climate change action consistent with their values and “inspired a shared vision” by conveying desired futures for the planet. Both remote learners and student co-creators attributed these practices to a range of features embedded in the MOOC (e.g., being prompted to research and take mitigation and adaptation actions) and the process of co-creation (e.g., having the agency to creatively and collaboratively produce course content). Given the positive potential for both populations, this paper argues for more research, including experimental studies, to learn how MOOCs and co-creation processes can best be designed to support participants’ climate leadership development.

Autonomous Local Climate Change Policy: An Analysis of the Effect of Intergovernmental Relations Among Subnational Governments

AbstractLocal governments have emerged as important players in climate change governance, both at home and on the international stage. Likewise, action by states and provinces has been increasingly highlighted, particularly as national actors have moved slowly to reduce greenhouse gas emissions. But to what extent do local governments act independently from state and provincial governments in the area of climate change mitigation? Using an explicit process tracing approach, the article tests two hypotheses regarding the influence of upper level subnational governments on local policy. In Vancouver, British Columbia, Canada, a city that is a climate change leader, provincial government intervention cannot explain the results of climate change mitigation policy making. This suggests that local governments can exercise an important degree of autonomy over climate change policy, but also implies that where municipalities are less independently committed to climate action, active upper level government intervention will likely be needed.

Positioning Vancouver through urban sustainability strategies? The Greenest City 2020 Action Plan

Cities around the world have launched greening initiatives to reduce their carbon footprint and to become more sustainable. At the same time, they have also sought to use these initiatives to position themselves as climate change leaders and green champions. This paper focuses on the City of Vancouver's Greenest City 2020 Action Plan as urban policy strategy to reduce carbon emissions. Based on interviews with actors and experts involved in the development and implementation of the plan, the paper evaluates the role green leadership aspirations play in shaping urban climate change policy and how policy makers and stakeholders use policy to position the city and its greening initiatives locally and globally. In particular, it analyzes the role of competitive positioning and green leadership in sustainability initiatives and change within and beyond urban boundaries. While leadership suggests increased buy-in of residents and those involved in the implementation of the strategy and multiplication effects through learning within the region and between (peer) cities, it can also pose challenges as the interest in meeting leadership claims can impede more radical change through specific targets and implementation strategies and challenge other sustainability objectives.

Divergent responses to sustainability and climate change planning: The role of politics, cultural frames and public participation

Cities are often touted as climate change leaders in the USA and all cities across the country are affected by climate change, but little is known about climate action in politically conservative cities. Using document analysis and interviews, an in-depth case study of two cities in the conservative Dallas-Fort Worth region of Texas examines how public participation and cultural framing contribute to sustainability and climate change planning. One city successfully adopted sustainability plans, while the other city was unable to do so. Comparison of the two cases reveals that carefully designed public participation processes and locally relevant cultural frames can help cities educate residents, build support and expand discussion of sustainability. However, economic development, competition and political controversy prevent cities from addressing climate change explicitly or in meaningful ways, raising concerns about the capacity of cities to act as climate change leaders.

Climate Change Leadership as Sustainability Leadership: From the C‐Suite to the Conference of the Parties

Corporate leaders are increasingly called to enact roles as climate change leaders because of escalating risks to production and operations from man‐made climate change. An examination of corporate leaders’ roles within a United Nations Global Compact initiative, Carbon Pricing Champions, shows that three core practices were critical in advancing climate change leadership efforts: securing and maintaining top leader support, embedding the work within the organizational culture, and collaborating with like‐minded companies.

The Massachusetts Global Warming Solutions Act: A Very Shy Statute

When the Massachusetts legislature unanimously passed the Global Warming Solutions Act (GWSA) in 2008, the legislation was hailed as a groundbreaking and potent law that elevated Massachusetts to climate change leader status. However, while the law gave state agencies broad authority to make significant reductions in commonwealth greenhouse gas emissions, those state agencies have retreated from the GWSA's most powerful provisions. Undeniably, Massachusetts has made real greenhouse gas emissions cuts since 2008, but the ability of current programs to meet the GWSA's ambitious goals is becoming increasingly unlikely.

Climate change leaders and followers: Leadership recognition and selection in the UNFCCC negotiations

Past research has posited that effective leadership is an essential ingredient in reaching international agreements and overcoming the collective action problems associated with responding to climate change. Despite its fundamental importance for leadership relationships, the demand side of the leadership equation has been comparatively neglected in the literature. In this study, we answer several related questions that are vital for understanding the leadership dynamics that impact the United Nations Framework Convention on Climate Change (UNFCCC) negotiations. Are there any leaders in the field of climate change and, if so, who are they? How do followers select climate leaders? What factors are important to them? Using unique survey data collected at four consecutive United Nations (UN) climate summits, Conference of Parties (COP) 14–17, this article investigates which actors are actually recognized as playing a leadership role in the UNFCCC negotiations and probes how followers select leadership candidates in this issue area. The survey findings reveal a fragmented leadership landscape, with no one clear-cut leader, and spotlight that if an actor seeks to be recognized as a leader, it is crucial to be perceived as being devoted to promoting the common good.

The EU's role in climate change negotiations: from leader to ‘leadiator’

We start with two puzzles: first, how to explain the European Union (EU)'s decline as a climate change leader at the Copenhagen summit? Second, how to understand the partial revival of its leadership position at the Durban climate summit? We advance a twofold explanation, focusing on changes in relative power relations among major powers but also on negotiation strategies and coalition building. In Copenhagen, the EU had a normative agenda and unrealistic expectations and thereby failed to forge any bridge-building coalitions. In Durban, it had moved towards a pragmatic strategy, attuned to the realities of changing power constellations. The EU approached developing countries that shared its desire for a legally binding regime covering all major emitters and probed compromises with veto players, such as China and the US. This bridge-building strategy was combined with a conditional pledge to agree to an extension of the Kyoto Protocol. In sum, the EU acted as a ‘leadiator’, a leader-cum-mediator.

The Legitimacy of Leadership in International Climate Change Negotiations

Leadeship is an essential ingredient in reaching international agreements and overcoming the collective action problems associated with responding to climate change. In this study, we aim at answering two questions that are crucial for understanding the legitimacy of leadership in international climate change negotiations. Based on the responses of the three consecutive surveys distributed at COPs 14-16, we seek first to chart which actors are actually recognized as leaders by climate change negotiation participants. Second, we aim to explain what motivates COP participants to support different actors as leaders. Both these questions are indeed crucial for understanding the role, importance, and legitimacy of leadership in the international climate change regime. Our results show that the leadership landscape in this issue area is fragmented, with no one clear-cut leader, and strongly suggest that it is imperative for any actor seeking recognition as climate change leader to be perceived as being devoted to promoting the common good.

Looking for Leaders: Perceptions of Climate Change Leadership among Climate Change Negotiation Participants

There is widespread consensus that effective leadership will be required in order to successfully address the climate change challenge. Presently there are a number of self-proclaimed climate change leaders, but leadership is a relationship between leaders and followers. An actor aspiring to be a leader needs to be recognized as such. Despite its fundamental importance for leadership relationships, the demand side of the leadership equation has been comparatively neglected by past research. In this study we are looking for leaders by analyzing the perceptions of climate change leadership among UNFCCC COP-14 participants. Our results show that the climate change leadership mantle will have to be worn by more than one actor. Among the leadership candidates the EU was most widely recognized as a leader, however, only a small minority reported that they saw the EU as the only leader. The data also show that the US and the G77 thus far have failed to impress potential followers and it was China that clearly emerged as the second strongest leadership candidate.