Editing IPCC:AR6/WGII/Chapter-17 (section)

===== 17.4.5.4.2 Policy leaders and entrepreneurs =====

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Policy leaders, often described as policy entrepreneurs within the scholarly literature, are individuals in positions of leadership who set agendas and build coalitions to drive decision-making processes, and hence can function as catalysers of climate adaptation ( [[#Petridou--2020|Petridou and Mintrom, 2020]] ). Political leaders who have taken on climate change as a key policy issue function as policy entrepreneurs at international, national and sub-national levels. City officials, including mayors and other executives, often play the role of climate policy entrepreneurs, while the absence of effective leadership negatively affects adaptation success ( [[#Becker--2019|Becker and Kretsch, 2019]] ). Such entrepreneurs can be important forces for change in both reactive contexts following an extreme or focusing event and in proactive context. They can be effective especially in contexts where they navigate and link together formal and informal networks of complex climate governance systems ( [[#Tanner--2019|Tanner et al., 2019]] ). Their capacity to act has been increased when they and their institutions are embedded within partnership networks ( [[#Bellinson--2019|Bellinson and Chu, 2019]] ). It is in these contexts that the leadership and position of a policy entrepreneur becomes even more catalytic when operating at the interface of formal and informal networks ( [[#Mintrom--2019|Mintrom, 2019]] ; [[#Stone--2019|Stone, 2019]] ).

Sub-national actors and city officials including mayors and other executives are among the individuals most often described and assessed as climate policy entrepreneurs ( [[#Kalafatis--2017|Kalafatis and Lemos, 2017]] ). City-level climate policy entrepreneurs often operate using their own experience, connections and persistence to address issues of importance to their constituency. Climate risk concerns are often inherently local, and in turn local decision makers perceive it as being appropriate to engage. Conversely, the absence of effective leadership negatively affects adaptation success ( [[#Kalafatis--2017|Kalafatis and Lemos, 2017]] ; [[#Becker--2019|Becker and Kretsch, 2019]] ). Urban climate policy entrepreneurs operate in four key spheres of policy development and implementation: attention and support seeking strategies; linking strategies (e.g., coalition building); relational management strategies (e.g., networking and trusting building); and arena strategies including timing ( [[#Brouwer--2018|Brouwer and Huitema, 2018]] ). The presence and operation of urban climate policy entrepreneurs is positively associated in settings with multiple jurisdictions and across differing spatial scales ( [[#Kalafatis--2017|Kalafatis and Lemos, 2017]] ; [[#Renner--2018|Renner and Meijerink, 2018]] ). It is in these contexts that their capacity to operate simultaneously at the interface of multiple networks is particularly valuable for promoting climate action. Urban climate policy entrepreneurs can directly engage with a range of constituent groups and offer and promote climate adaptation strategies that can have direct impact on the daily lives of these residents and their interests.

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