DTIC ADA494011: Powell's Leadership Principles -- Time for State Department to Revisit

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POWELL’S LEADERSHIP
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MICHELLE L. STEFANICK
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United States Department of State
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U.S. Army War College, Carlisle Barracks, PA 17013-5050
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Powell’s Leadership Principles- Time for State Department to Revisit
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Michelle Stefanick
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20-01-2009 StrategyResearchProject
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Powell’sLeadershipPrinciples–TimeforStateDepartmenttoRevisit
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MichelleL.Stefanick
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SincetheendoftheColdWar,studyafterstudyhasdescribedtheDepartmentofStateasaninstitutionimproperlystaffed,
trained,andresourcedtosufficientlyandadequatelyaddressthenationalsecuritychallengesofthe21stcentury. Whatall
theseexternalreportslack,however,isthereviewoftheinternalculturalchangeneededwithintheDepartmentofState.
UnderSecretaryofStateColinPowell’stenure,thisculturalchangeprocesswasstarted,buthasyettobeinculcated. The
principlesheeffectivelyespousedmustbereinitiatedtobringaboutthenecessaryinstitutionalchangerequiredwithinthe
DepartmentofStatetobepreparedtofaceitsfuturechallenges. ThispaperidentifiesthemeasurestakenunderSecretary
Powell’sleadershipandhighlightsaspectsofitsinternalculturethatneedtobechangedtotransform.
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Management,Culture,ProfessionalDevelopment,Diplomacy
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USAWC STRATEGY RESEARCH PROJECT
POWELL’S LEADERSHIP PRINCIPLES –
TIME FOR STATE DEPARTMENT TO REVISIT
by
Michelle L. Stefanick
United States Department of State
Dr. Stephen J. Gerras
Project Adviser
This SRP is submitted in partial fulfillment of the requirements of the Master of Strategic
Studies Degree. The U.S. Army War College is accredited by the Commission on
Higher Education of the Middle States Association of Colleges and Schools, 3624
Market Street, Philadelphia, PA 19104, [phone]. The Commission on Higher
Education is an institutional accrediting agency recognized by the U.S. Secretary of
Education and the Council for Higher Education Accreditation.
The views expressed in this student academic research paper are those of the author
and do not reflect the official policy or position of the Department of the Army,
Department of Defense, or the U.S. Government.
U.S. ArmyWar College
CARLISLE BARRACKS, PENNSYLVANIA 17013

ABSTRACT
AUTHOR: Michelle L. Stefanick
TITLE: Powell’s Leadership Principles – Time for State Department to
Revisit
FORMAT: Strategy Research Project
DATE: 20 January 2009 WORD COUNT: 6148 PAGES: 32
KEY TERMS: Management, Culture, Professional Development, Diplomacy
CLASSIFICATION: Unclassified
Since the end of the ColdWar, study after study has described the Department
of State as an institution improperly staffed, trained, and resourced to sufficiently and
adequately address the national security challenges of the 21st century. What all these
external reports lack, however, is the review of the internal cultural change needed
within the Department of State. Under Secretary of State Colin Powell’s tenure, this
cultural change process was started, but has yet to be inculcated. The principles he
effectively espoused must be reinitiated to bring about the necessary institutional
change required within the Department of State to be prepared to face its future
challenges. This paper identifies the measures taken under Secretary Powell’s
leadership and highlights aspects of its internal culture that need to be changed to
transform.

POWELL’S LEADERSHIP PRINCIPLES –
TIME FOR STATE DEPARTMENT TO REVISIT
Secretary of Defense Robert M. Gates recently reflected a long-standing view of
some Pentagon officials that the Department of Defense cannot meet the nation’s
security challenges alone. At an April 15, 2008, House Armed Services Committee
hearing, Secretary Gates posed the question “...how can we improve and integrate
America’s instruments of national power to reflect the new realities and requirements of
this century?”1 At the same hearing, Secretary of State Condoleezza Rice concurred
that the “…challenges of the 21st century require both change within individual
departments of our national security apparatus, and better and stronger means for
interagency action and coordination.”2 Later in the year, the Project on National
Security Reform, under the sponsorship of the Center for the Study of the Presidency,
issued its report on the national security interagency system. This report concluded that
the U.S. national security is fundamentally at risk and its entire system, in need of
reform.3
The intent of this paper is not to challenge the necessity for national security
reform; instead it asserts that before undertaking the massive overarching reform
proposed, it is necessary to first implement change within one of its vital departments,
the Department of State. To address the changes needed for the future operational
health of the Department this paper reflects upon the last time the organization
encountered such internal operational capacity challenges: from 2001-2005, during the
tenure of Secretary of State Colin Powell. This paper identifies measures taken under
Secretary Powell’s leadership for the Department to recover its capabilities that could be