China in Africa: A Study of Chinese Leadership in the Forum on China-Africa Cooperation (FOCAC)

Abstract: The leadership of powerful states in processes of institutional bargaining is significant, though still widely ignored subject in the field of International Relations (IR). Particularly, China’s active involvement and, in fact, leadership in the regime formation has drawn wide attention from scholars and policy analysts alike. The discussion to follow, therefore, focuses on the leadership role of China in the international regime process. This study uses a qualitative content analysis method in theory-driven case study research. The suggested Oran Young’s leadership theory which includes such basic factors as structural power, practice of the negotiations skills and ability to generate ideas, is aimed at analyzing the complex leadership potential of China in the Forum on China-Africa Cooperation (FOCAC) process. Additionally, the study utilizes desktop research and therefore secondary sources, including numerical data to support this study. The findings demonstrate that China’s leadership role in the FOCAC process is influential and effective. Chinese practice of structural power, negotiation skills and knowledge leadership through the FOCAC corresponds well with its foreign policy strategy. Finally, Chinese policies in the FOCAC process show high flexibility when it comes to the complexity of China-Africa relations and China’s ability to adapt to the new circumstances.