A lot of time and resources are spent on fixing global solutions through multilateral institutions. The Arctic Council is one of these, addressing problems in the Arctic Circle through eight member states, organizations, and indigenous groups. With a plethora of institutions like the Arctic Council, it is not always clear to what extent they impact their member states and how effective they are. This paper seeks to address this, by utilizing literature from public management on performance evaluation, and chairmanship literature on chairmanship power. Through a theoretical and logical framework of chairmanship influence on member state policy outcome, the paper tests its’ hypothesis with a linear regression analysis. By doing this, the paper seeks to address literature gaps surrounding the effectiveness of the Arctic Council and the chairmanship of the Arctic Council. This could potentially contribute towards the legitimacy of the Arctic Council, give insight into agenda setting and prioritization as power tools for chairmanships, and address literature gaps in the field.