The Commonwealth Secretary-General: Limits of Leadership
The Commonwealth Secretary-General: Limits of Leadership
复制标题
英联邦秘书长:领导力的局限性
DOI:
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发表时间:
1979
期刊:
影响因子:
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通讯作者:
M. Doxey
中科院分区:
文献类型:
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作者:
M. Doxey
T HE Commonwealth has now had its own Secretariat and SecretaryGeneral for more than a decade and the time seems opportune to make a study of the role played by the Secretary-General within the association and the leadership which he can exercise. It has been my contention that the Commonwealth, despite its unique history, is now an international organisation which can usefully be compared with others in respect of structure, norms and functions. 1 In assessing the Commonwealth SecretaryGeneralship, one would expect to encounter features peculiar to the Commonwealth, but even if the differences between the Commonwealth and other bodies were more striking than those which undoubtedly exist, it would still seem useful to review them, together with the similarities, in a general framework. Wherever possible, too, it seems desirable to build on existing theoretical work while developing new material and new insights, and in this paper I have used the four-part framework developed by David Meyers in his study of the Secretary-General of the Organisation of African Unity (OAU) 2 which, in turn, drew on earlier work by well-known scholars in the field.3 This framework offers four perspectives: 1. Legal-institutional aspects of the office. 2. Resources available to the office-holder. 3. Idiosyncratic factors pertaining to the incumbent. 4. Systemic factors confronting the organisation and its head. Two points should be made before proceeding. First, there has been much debate over the weight to be ascribed to different factors in assessing the