Dual leadership: Dysfunctional or mutually supportive?

Dual leadership: Dysfunctional or mutually supportive? Dual leadership: Dysfunctional or mutually supportive? Jan Kubis 1 The operational leadership of the OSCE consisting of the Chairmanship-in-Office, changing every year, and of the OSCE Secretary General, appointed for three years with a possibility of a second, final term, can be compared to a two-headed heraldic or mythological animal. At least with the OSCE the birds are usually looking in the same direction. However, this double-headed leadership — a strange legacy of the ‘conference’ past of the OSCE — while it works, is far from optimal. It is at least confusing, and in practical terms it often creates problems and misunderstandings — both inside the OSCE and with regard to its outside partners. The OSCE Chairmanship with its one year priorities to be completed by a successful ministerial meeting, often puts continuity with programmes established by its predecessor and a multi-year perspective that increasingly characterizes the work of the OSCE in second place. A way to address this management challenge would be through giving a stronger operational role to the Secretary General, making him/her responsible for managing all the operational work of the OSCE , and thereby relieving the Chairmanship from mundane day to day tasks in http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Helsinki Monitor (in 2008 continued as Security and Human Rights) Brill

Dual leadership: Dysfunctional or mutually supportive?

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Publisher
Brill
Copyright
© 2005 Koninklijke Brill NV, Leiden, The Netherlands
ISSN
0925-0972
eISSN
1571-814X
D.O.I.
10.1163/1571814054740841
Publisher site
See Article on Publisher Site

Abstract

Dual leadership: Dysfunctional or mutually supportive? Jan Kubis 1 The operational leadership of the OSCE consisting of the Chairmanship-in-Office, changing every year, and of the OSCE Secretary General, appointed for three years with a possibility of a second, final term, can be compared to a two-headed heraldic or mythological animal. At least with the OSCE the birds are usually looking in the same direction. However, this double-headed leadership — a strange legacy of the ‘conference’ past of the OSCE — while it works, is far from optimal. It is at least confusing, and in practical terms it often creates problems and misunderstandings — both inside the OSCE and with regard to its outside partners. The OSCE Chairmanship with its one year priorities to be completed by a successful ministerial meeting, often puts continuity with programmes established by its predecessor and a multi-year perspective that increasingly characterizes the work of the OSCE in second place. A way to address this management challenge would be through giving a stronger operational role to the Secretary General, making him/her responsible for managing all the operational work of the OSCE , and thereby relieving the Chairmanship from mundane day to day tasks in

Journal

Helsinki Monitor (in 2008 continued as Security and Human Rights)Brill

Published: Jan 1, 2005

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