Porównaj metody

	Prospect Theory in International Relations	Leadership Trait Analysis
Dziedzina	International Relations	International Relations
Rodzina	Process / pipeline	Process / pipeline
Rok powstania	1997	1980
Twórca	Kahneman & Tversky (theory); Jack Levy and others (IR application)	Margaret G. Hermann
Typ	Behavioral decision-theoretic framework for foreign-policy choice	Content-analytic personality profiling of leaders
Źródło pierwotne	Levy, J. S. (1997). Prospect theory, rational choice, and international relations. International Studies Quarterly, 41(1), 87–112.	Hermann, M. G. (1980). Explaining foreign policy behavior using the personal characteristics of political leaders. International Studies Quarterly, 24(1), 7–46.
Inne nazwy	Prospect Theory IR, Loss Aversion in Foreign Policy, Framing and Risk in International Relations, Behavioral Decision Theory in IR	LTA, Personality Profiling at a Distance, Hermann Leadership Trait Analysis, Foreign-Policy Leadership Profiling
Pokrewne	3	3
Podsumowanie	Prospect theory, the behavioral account of choice under risk developed by Kahneman and Tversky, has been applied across international relations to explain foreign-policy decisions that expected-utility models struggle with. As surveyed and assessed by Jack Levy (1997), the key ideas are that leaders evaluate outcomes as gains and losses relative to a reference point rather than in absolute terms, that losses loom larger than equivalent gains (loss aversion), and that people are risk-averse for gains but risk-seeking to avoid losses. These departures from rationality illuminate why states gamble to recover losses and take excessive risks to defend the status quo.	Leadership Trait Analysis (LTA), developed by Margaret Hermann (1980), profiles political leaders' personalities from their spoken words to explain and anticipate foreign-policy behavior. It scores seven characteristics — the belief in one's ability to control events, the need for power, conceptual complexity, self-confidence, distrust of others, in-group bias, and task focus — from patterns in a leader's verbal material, norms them against reference groups, and combines them into broader leadership styles. It is a leading at-a-distance method for assessing leaders who cannot be interviewed or tested directly.