Intercultural Competencies and Leadership in Intergovernmental Organizations. Analysis on the Example of the Secretary General of the United Nations

Abstract

This article explores the intercultural leadership practices of two United Nations Secretary-Generals—Kofi Annan and António Guterres—through the combined lens of Deardorff’s (2006) intercultural competence framework and the Global Leadership Competency Theory (2010). Utilizing thematic content analysis, the study identifies key attitudes, behaviors, and strategic actions that demonstrate intercultural sensitivity, adaptability, ethical communication, and global decision-making across different geopolitical contexts. Special attention is given to Annan’s initiatives in promoting global cultural dialogue and his mediation efforts in Africa, the Middle East, and Europe, drawing primarily on secondary scholarly sources. In contrast, Guterres’s ongoing tenure is examined through current UN documentation, public statements, and policy developments related to migration governance, humanitarian crises, and multicultural inclusion. The findings highlight how intercultural competence shapes effective leadership within international organizations and reveal parallels and divergences in the leadership styles of the two Secretaries-General. The article concludes by outlining implications for future diplomatic practice and global governance.