By Kent J. Kille (auth.)
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Extra resources for From Manager to Visionary: The Secretary-General of the United Nations
Example text
Despite this, “the secretary-general does have the power to restructure the Secretariat” and “can exert very considerable influence on the decisions of the General Assembly affecting the structure of the Secretariat” (Sutterlin 2003, 143, 145; Sutterlin’s emphasis). Staffing the Secretariat The ability to appoint Secretariat staff is specified as a separate responsibility under Article 101. There are limits imposed on a SecretaryGeneral’s ability to maintain full control over the staffing process, including the need to balance the dual desire for geographical diversity and candidate skills expressed in Article 101.
5. 5, it should be remembered (as already indicated in the table note) that these standardized scores were computed in comparison to the group of seven SecretariesGeneral as a whole, using a mean score for the group of 50 and a standard deviation of 10 (Hermann 1987a). A score of 50 represents the mid-range for a characteristic while a score above 60 or below 40 is considered high and low respectively. Scores that are within five points of these high and low marks mean that the Secretaries-General lean toward these tendencies and are labeled medium high and medium low in order to better differentiate the office-holders.
The coding results identify Annan as a strategic Secretary-General. 88 for the visionary style is well below 50, indicating that he is unlikely to display behavior consistent with this leadership style. 45 is greater than that for managerial style. In fact, looking at the style results for the other six Secretaries-General, Annan is the only officeholder to display a strategic style above the high threshold of 60. 2, with high characteristics doubled, medium characteristics added once, and low characteristics negatively weighted.