ABSTRACT
The core aim of this chapter is twofold. The first aim is to explore the short-term/long-term tensions we witness in empirical water governance cases, the leadership strategies that were employed by individuals to deal with these tensions (make use of the chances or overcome the problems that arise from it) and the effects this had on handling the tensions. The second aim is to explore how current conceptualizations of complexity leadership can be helpful to understand the role of leader behavior in relation to short-term/long-term tensions. These aims are related to the structure defined in Chapter 1 as follows: our focus lies on the agent level as a carrier (the leaders) and the short term/long term tensions as our main focal point.
