Mayors and Urban Governance: Developing a Facilitative Leadership Style

Modern urban governance, because of its demanding and complex environment, requires a facilitative style of local political leadership that is visible, outward looking, open, and less partisan than more established forms. This article examines the impact of new constitutional expressions of local political leadership in England since the introduction of executive forms of governance for larger municipalities in 2002. The mayoral form, though established in only a handful of municipalities, is showing signs of supporting a more facilitative leadership style compared to the more widespread council leader model. This finding may be explained by the decision-making resources of mayors and their relationship to followers, which are, in turn, created by the institutional framing of their role by new constitutional arrangements. Political leadership is not simply a product of personality, capabilities, or contingency—although all of these factors play a part. Crucially, from the perspective of reformers, institutional design does make a difference and can encourage leadership practices of a particular style and form.     

Charismatic Urban Leaders and Economic Development: Good Mayors and Bad Mayors in Europe

The paper argues that decisions by strong mayors or council leaders can have a significant impact on their cities' economic fortunes. Good decisions include urban marketing exercises, the attraction of hallmark events and good land-use and infrastructural planning: bad decisions include engaging in political conflict with central government and engaging in illegal activity. Data from 16 European cities approximately arranged in matched national pairs to standardise for the degree of power decentralised to city government, and further standardised to take into account economic structure, suggest that good mayoral decisions have a marginally positive effect on economic growth but poor decisions have a significantly negative effect.     

Federalism and Competing Values In The Reagan Administration

Ronald Reagan has made revitalizing federalism a central componentof his domestic agenda. Although this goal has sometimes complementedhis other policy aims, this article focuses on cases where conflictshave arisen between the president's devolutionary goals andother primary objectives of his administration, such as deregulatingthe private sector and reducing domestic expenditures. Judgedfrom this perspective, policies supportive of federalism, asdefined by the president, have fared less well in his administration.After a series of brief case studies analyzing such policy decisions,the implications for the future of federalism are discussed.     

Comparing Public and Private Managers' Leadership Styles: Understanding the Role of Job Context

ABSTRACT

Comparing public and private managers is a major subject in the public management literature, but there have been only a few empirical studies of the differences in their respective leadership styles. Traditionally, leadership style is explained by the characteristics of the manager, the employees, and their job. This study explains leadership by the manager's job context: the degree of job complexity, role clarity, and job autonomy. We argue that differences in job context explain the use of different leadership styles in the public and private sector. To clearly specify the importance of sector, the study investigates direct, mediating, and moderating effects. Based on a survey of Danish public and private managers with 949 respondents, this article shows that job context variables vary significantly between public and private sector managers. The article provides some explanations for why public managers use more participative leadership, while private ones use more directive leadership.     

Managing the Entanglement: Complexity Leadership in Public Sector Systems

Complexity in public sector systems requires leaders to balance the administrative practices necessary to be aligned and efficient in the management of routine challenges and the adaptive practices required to respond to dynamic circumstances. Conventional notions of leadership in the field of public administration do not fully explain the role of leadership in balancing the entanglement of formal, top‐down, administrative functions and informal, emergent, adaptive functions within public sector settings with different levels of complexity. Drawing on and extending existing complexity leadership constructs, this article explores how leadership is enacted over the duration of six urban regeneration projects representing high, medium, and low levels of project complexity. The article suggests that greater attention needs to be paid to the tensions inherent in enabling leadership if actors are to cope with the complex, collaborative, cross‐boundary, adaptive work in which they are increasingly engaged.     

Managing Public Service Contracts: Aligning Values, Institutions, and Markets

The contracting of public services has been an integral part of public managers’ work for a long time, and it is here to stay. This essay sums up current research on the topic for busy practitioners and scholars. Where are we today with respect to the problems and pitfalls of contracting out, from balancing equity with efficiency to confronting the frequent problem of imperfect markets?     

Bureaucratic Neutrality among Competing Bureaucratic Values in an Ethnic Federalism: The Case of Ethiopia

This article uses Kaufman's theory of competing bureaucratic values as a foundation for studying bureaucratic values in a developing society. It discusses civil service reform within a socio-bureaucratic-political exchange, as well as characteristics associated with bureaucratic values and ethnic federalism. The inherent conflicts between a civil service grounded in the values of bureaucratic neutrality, representativeness, or executive leadership and practices within a government structured on the basis of ethnicity are explored. Factors related to Ethiopia's postconflict status, which further complicate the governance environment, are identified, and building blocks for postconflict governance are suggested.     

Full Range Leadership Styles and Government IT Team Performance: The Critical Roles of Follower and Team Competence

Abstract

In this study, we explore how leadership affects team performance from a team and follower competence perspective. We base our study on the Full Range Leadership (FRL) model, which proposes three different leadership styles: passive/avoidant, transactional, and transformational. The FRL has been well-studied outside the public administration environment, but rarely considering the three leadership styles simultaneously, or with team level outcomes. We propose a sequential mediation model in which leadership styles relate to follower competencies, which in turn relate to team competence, and then team performance. Our research design is distinctive in that we study all three FRL styles simultaneously, examine team performance as opposed to individual performance, and utilize data from three levels of a municipal government IT department. We found that transformational leadership was directly and indirectly related to team performance in the expected positive directions. Transactional leadership was mostly ineffective, while passive/avoidant leadership had complicated relationships with team performance that were both positive (direct) and negative (indirect through competence). We conclude that the three FRL styles have varying degrees of effectiveness as direct and indirect predictors of team performance. We discuss the implications of our results for leadership of public administration organizations.     

Incongruity in 360-Degree Feedback Ratings and Competing Managerial Values: Evidence from a Public Agency Setting

ABSTRACT

This study examined the sources, patterns, and implications of incongruence in 360-degree feedback ratings in public organizations using the Competing Values Framework for organizational effectiveness. Performance self-ratings from 68 high-performing, middle-level public sector managers, as well as parallel ratings provided by their supervisors, peers, and subordinates, were assembled and analyzed. Results indicated that rating incongruence existed across organizational roles and resulted from raters' unique role perspectives. Implications of incongruence in 360-degree feedback ratings with respect to developing effective systems for management development in public organizations are discussed in detail.     

Managing the "New Normalcy" with Values-Based Leadership: Lessons from Admiral James Loy

Tensions remain in adapting to the "new normalcy"—that is, the balance between national security and other democratic and administrative priorities in the aftermath of 9/11. Perhaps no one appreciates this balance more than Admiral James Loy. Immediately following the September 11 attacks, he left his post as commandant of the U.S. Coast Guard to accept the challenge of standing up the Transportation Security Administration. Next, Loy tackled the role of deputy secretary of the Department of Homeland Security. Loy's efforts to articulate a set of core organizational values in three organizational contexts offer lessons for public managers who seek to enhance internal cohesion. Strong cultural cohesion is expected to support organizational transformation and, ultimately, performance. Loy's example puts that connection to the test.     

Covenant of Mayors: Reasons for Being an Environmentally and Energy Friendly Municipality

The Covenant of Mayors (CM) is the mainstream European movement involving local authorities who voluntarily commit to increase energy efficiency and the use of renewable energy sources within their territories with the aim of reducing CO₂ emissions and meet the European Union objectives by 2020. One country that has a greater number of signatories of this agreement is Spain. This article analyzes which factors influence the decision of Spanish local authorities to join the ever‐growing movement. An empirical model is formulated to describe the behavior of Spanish local governments, this being a binary choice model which is a function of various political, economic, and technical factors. Among the prominent factors that influence this decision are population, availability of renewable energy, fiscal and environmental stress, citizens’ political preference, the contagion effect of neighboring municipalities, the existence of covenant coordinators, and finally, economic motivations.     

Collective Leadership and Context in Public Administration: Bridging Public Leadership Research and Leadership Studies

This article challenges the view that public leadership research should maintain a separate perspective in the study of public leadership. It discusses the benefits of further embedding the public leadership research domain within leadership studies, constructing a cross‐fertilization that contributes to advance both. The article maps key concerns in relational leadership theories, contrasting them with current work in the public leadership research domain and offering suggestions to close the gap. It highlights public leadership scholarship's competitive advantage to contribute to theorizing about leadership, given the importance of context for building contemporary theories of relational leadership.     

When Mayors Matter: Estimating the Impact of Mayoral Partisanship on City Policy

U.S. cities are limited in their ability to set policy. Can these constraints mute the impact of mayors’ partisanship on policy outcomes? We hypothesize that mayoral partisanship will more strongly affect outcomes in policy areas where there is less shared authority between local, state, and federal governments. To test this hypothesis, we create a novel dataset combining U.S. mayoral election returns from 1990 to 2006 with city fiscal data. Using regression discontinuity design, we find that cities that elect a Democratic mayor spend a smaller share of their budget on public safety, a policy area where local discretion is high, than otherwise similar cities that elect a Republican or an Independent. We find no differences on tax policy, social policy, and other areas that are characterized by significant overlapping authority. These results suggest that models of national policymaking are only partially applicable to U.S. cities. They also have implications for political accountability: mayors may not be able to influence the full range of policies that are nominally local responsibilities.     

Public Management Reform: Competing Drivers of Change

Public management reforms often are portrayed as part of a global wave of change, and all organizational change is interpreted within a single reform paradigm that is rooted in economics and market–based principles. Reforms outside this paradigm go unnoticed. This article examines the assertion that different drivers of change competing with the dominant focus of management discourse remain present and influence the direction of reform. It presents three alternative drivers of change rooted in normative values and provides evidence of their relevance from three national cases. Normative influences are reflected in a stream of activities occurring within the same time period in different civil service systems. The direction of public management practice cannot be seen as fully determined by any one approach to government reform or as traveling in only one direction. Understanding the balance among competing drivers of change is a key to interpreting both contemporary and future administrative reform.     

Linehan,P. M., The Culture of Leadership in Contemporary China: Conflict,Values, and Perspectives for a New Generation

Journal of Chinese Political Science -     

Revising the Leadership Paradigm in Sub-Saharan Africa: A Study of Community-Based Leadership

Much of the discourse on leadership in sub-Saharan Africa emphasizes leader characteristics, skills, styles, and behaviors, while ignoring the relationships, interactions, practical judgments, and unique contexts that make up leadership in everyday cultural community life. This essay argues that the focus on individual leaders hardly reflects leadership as practice in African communities. An alternative, pragmatic view based on unique historicity and cultural community norms is proposed, one that has a chance of fostering social change and institutional transformation.     

Political Leadership and Bureaucratic Autonomy: Effects of Agencification

Previous studies have shown that agencification tends to reduce political control within a government portfolio. However, doubts have been raised as regards to the robustness of these findings. In this article we document that agency officials pay significantly less attention to signals from executive politicians than their counterparts within ministerial (cabinet-level) departments. This finding holds when we control for variation in tasks, the political salience of issue areas, and officials' rank. Simultaneously we observe that the three control variables all have an independent effect on officials' attentiveness to a steer from above. In addition we find that the more organizational capacity available within the respective ministerial departments, the more agency personnel tend to assign weight to signals from the political leadership. We apply large-N questionnaire data at three points in time, spanning two decades and shifting administrative doctrines.