Selecting the World's CEO
Article Summary and Author Biography
For the United Nations to manage the post-Cold War world effectively, its members must improve the selection process for the crucial job of secretary-general.
Brian Urquhart is a Scholar in Residence at the Ford Foundation. His most recent book is Ralph Bunche: An American Life.
During periods of international disaster, a troubled world feels the need for an outstanding full-time supervisor. At first, with the horrors of World War I still fresh in their minds, the founders of the League of Nations considered calling the head of their organization "chancellor." When World War II was at its height, the title "moderator" was suggested for the head of the future United Nations. In both cases, the wartime mood passed, and the more bureaucratic title of "secretary-general" was chosen.
From the outset, the U.N. secretary-general has been an important part of the institution, not only as its chief executive, but as both symbol and guardian of the original vision of the organization. There, however, specific agreement has ended. The United Nations, like any important organization, needs strong and independent leadership, but it is an intergovernmental organization, and governments have no intention of giving up control of it. While the secretary-general can be extraordinarily useful in times of crisis, the office inevitably embodies something more than international cooperation--sometimes even an unwelcome hint of supranationalism. Thus, the attitude of governments toward the United Nations' chief and only elected official is and has been necessarily ambivalent.
THE ROLE
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