Long–Serving City Managers: Why Do They Stay?

The literature on council–manager government often mentions the political difficulties that city managers face with their elected officials and constituent groups. In addition, the generally accepted route to success for city managers is to move to larger and better–paying cities. As a result of these push–and–pull factors, the average tenure of city managers is short. There are, however, a relatively small number of city managers who enjoy long tenure in single cities. The authors identified the 146 city managers who are serving and have served for at least 20 years the same city and sought to determine the factors leading to their long service. The survey indicates that long–serving city managers are more likely to be found in smaller cities that are homogeneous and politically stable. The majority of these city managers are white males with above–average educational levels, strong support from elected officials, and personal commitments to the cities they serve.     

Long–Serving City Managers: Practical Application of the Academic Literature

The authors identified 146 city managers who have served in the same city for the past 20 years and asked them to complete a survey to determine the factors leading to their long service. As a part of the survey, the city managers were invited to express, in their own words, the reasons they had stayed in the same city for such an extended time compared to the average tenure for city managers. In the article that follows, the authors quote from the academic literature statements pertaining to practical issues of concern to city managers and the elected officials for whom they work, giving credence to the applicability of the academic literature to today's city management profession. Following the quotations from the literature, the authors present the heartfelt reflections of these senior city managers on their long careers in public service.     

Know Yourself and Take Charge of Your Own Destiny: The "Fit Model" of Leadership

Leadership scholars have theorized that leaders of an organization must have an appropriate "fit" with those they lead and with their environment. Yet, there is no empirical research to date that has explored this belief. We develop a theoretical model to determine the factors influencing the fit of a city manager, indicated by his or her tenure. We argue that six sets of explanations may help determine the fit of the city manager: the manager's leadership style, his or her personality type, the city manager's perception about fit, the perceptions of city councils, the demographics of the city managers, and the demographics of the cities where they work. Based on a rigorous nationwide study of city managers, the study shows that the fit of city managers is significantly influenced by two of the six sets of explanations. Implications for scholars, city managers, and practitioners are drawn from the study's analysis and findings.     

City Managers,Career Incentives,and Municipal Service Decisions: The Effects of Managerial Progressive Ambition on Interlocal Service Delivery

City managers play an influential role in brokering intergovernmental service arrangements on behalf of their jurisdiction, yet their motivations for doing so are not well understood. One argument, drawn from theories of bureaucratic entrepreneurship and ambition theory, suggests that cities with managers who are motivated to advance their careers will parlay more interlocal service delivery as means of capturing economic efficiencies. Such strategies serve to build their personal resumes of career achievements. An alternative argument suggests more altruistic motives, including a desire for increased social equity and valuing the common good of the region, compel city managers to pursue interlocal service arrangements. These competing theories are tested on 134 large municipalities, using survey data from the city managers of these jurisdictions, coupled with interlocal revenue and expenditure data for these cities. Results yield greater support for the first theory. However, progressive ambition possesses complex consequences for interlocal service delivery choices. Jurisdictions managed by city managers with career‐enhancement ambitions are more likely to sell services to other local governments. Yet, they are significantly less inclined to buy services from other jurisdictions, thereby underscoring entrepreneurship in shaping managers’ professional trajectories.     

Interagency information sharing: Expected benefits,manageable risks

The sharing of program information among government agencies can help achieve important public benefits: increased productivity; improved policy-making; and integrated public services. Information sharing, however, is often limited by technical, organizational, and political barriers. This study of the attitudes and opinions of state government managers shows that more than 8 in 10 judge information sharing to be moderately to highly beneficial. It also reveals specific concerns about the inherent professional, programmatic, and organizational risks. The study proposes a theoretical model for understanding how policy, practice, and attitudes interact and suggests two policy principles, stewardship and usefulness, to promote the benefits and mitigate the risks of sharing.     

We’re Not all Happy Yet: Attitudes to Work,Leadership, and High Performance Work Practices among Managers in the Public Sector

This article explores the attitudes of male and female managers in the public sector toward high performance Human Resource Management (HRM) policies and practices, work, and organisational leadership, and compares these attitudes to those of managers in the private sector. It finds that female public sector managers are most positive about high performance HRM policies and practices. Male public sector managers are less positive than female managers in the public sector and male and female managers in the private sector across all the measures. Psychological contract theory suggests either the changes associated with high performance HRM policies and practices, or attempts to decrease the disadvantage felt by women in the public sector may have resulted in a sense of disadvantage among some men in the sector, and created a changed, more transactional psychological contract between these men and their organisation. Strategies are needed to reengage public sector men.     

Transforming (but not transcending) the state system? On statist cosmopolitanism

Can states become committed and competent agents of cosmopolitan justice? The theory of ‘statist cosmopolitanism’ argues that they can: their citizens can be turned towards a commitment to cosmopolitan principles and actions by moral entrepreneurs constituting a ‘cosmopolitan avant-garde’, and can be sustained in their commitment to those principles by their pre-existing attachment to the state as a political community. Taking cosmopolitan principles as axiomatic, this paper subjects statist cosmopolitanism to critique. First, I question the scale of the transformation that a cosmopolitan avant-garde can engender given the complexity of the causal chains the avant-garde seek to elucidate, as well as the countervailing potency of the state itself which reinforces particularistic attitudes in its citizens. Second, I argue that even if, contra my preceding argument, the cosmopolitan avant-garde were to be successful, states would find it desirable to federally integrate in order to be better able to realise their cosmopolitan commitments. Such integration is compatible with statist cosmopolitanism’s motivational theory, even if not its institutional vision. Finally, I re-characterise the cosmopolitan avant-garde as agitators for the transcendence, rather than just transformation, of the state system.     

Personnel Constraints in Public Organizations: The Impact of Reward and Punishment on Organizational Performance

In recent years, many public sector reforms have attempted to loosen personnel constraints on the assumption that more managerial flexibility will increase organizational performance. The authors mount an empirical study to test this assumption using data taken from English local government authorities. Personnel constraints are operationalized using Rainey's long‐standing measures of the concept. Statistical results from multiple regression analyses indicate that “difficulty in removing poor managers” is harmful to organizational performance, but “difficulty in rewarding good managers” has no effect. The authors delve inside the organizational hierarchy and find that attitudes toward personnel constraints vary by organizational level and managerial rank: for example, frontline managers feel more constrained overall, while senior managers’ perceptions of constraints are more closely linked to organizational performance but in some unexpected ways. The implications of these findings, including the fact that personnel constraints have varying impacts on organizational performance, are considered.     

Representative Bureaucracy: A Lever to Enhance Social Equity,Coproduction, and Democracy

Scholars and practitioners have long questioned whether the race, ethnicity, and gender of public bureaucrats matter to the efficacy and legitimacy of public services. Representative bureaucracy theory and research provide a growing body of empirical evidence that it does. This article examines some of the rich scholarly work that has been generated on representative bureaucracy and its implications for practice. A significant aspect of recent research focuses on the notion of symbolic representation, whereby the mere existence of a passively represented bureaucracy can itself improve outcomes by influencing the attitudes and behaviors of clients, regardless of bureaucratic actions or results. This article is intended to help both students and public managers understand the importance of representativeness in public organizations for a broad spectrum of practices and goals, from the coproduction of services to democratic rule.     

Municipal Bond Issuance: Is There Evidence of a Principal-Agent Problem?

Is there evidence of a principal-agent problem in the municipal bond industry? Do public managers, either on their own or through private sector agents, act to increase their own utility at the expense of the public? This article examines municipal bond decisions in the context of principal-agent theory based on data collected through a random sample survey of municipal bond issuers. Principal-agent theory is not well developed in the public sector. In the municipal bond industry, however, we have evidence that it helps explain the actions of public managers and elected officials, in particular for pay to play and the importance of interest rates vis-à-vis relationships. These actions carry potential costs to citizens.     

Politicization,Bureaucratic Legalism,and Innovative Attitudes in the Public Sector

Previous studies have identified institutional, organizational, and individual factors that promote innovation in public organizations. Yet they have overlooked how the type of public administration—and the type of administrators—is associated with innovative attitudes. Using two large, unique comparative data sets on public bureaucracies and public managers, this article examines how bureaucratic politicization and legalistic features are associated with senior public managers’ attitudes toward innovation in 19 European countries. Results of multilevel analysis indicate that the bureaucratic politicization of an administration and the law background of public managers matter. Public managers working in politicized administrations and those whose education includes a law degree exhibit lower pro-innovation attitudes (i.e., receptiveness to new ideas and creative solutions and change orientation).     

Public Managers' Religiosity: Impacts on Work Attitudes and Perceptions of Co-Workers

ABSTRACT

Do public managers' religious beliefs and behaviors affect their work and their work-related attitudes? Perhaps due to the sensitive nature of this question, there is almost no empirical work on the topic. Our study uses questionnaire data (n = 765) from the National Administrative Studies Project-III to test hypotheses about the impacts of U.S. public managers' religiosity, as well as their political activity, on work attitudes. Religiosity is defined by public managers' responses about attending religious services. Political behavior is defined in terms of membership in political organizations and election groups. An application of ordinary least squares regression shows that religious public managers tend to have a stronger orientation toward job security and a more favorable view of their organization and fellow employees. Public managers are no more or less oriented to security than other respondents in the sample, but they have more negative views about their organization and fellow employees. These findings do not change when obvious controls are introduced into the model.     

Examining Empirical Evidence on Diversity Effects: How Useful Is Diversity Research for Public‐Sector Managers?

This article reviews the body of empirical research on work-related consequences of human diversity and presents an agenda for future investigations. Ideally, a synthesis of research findings to inform managing-for-diversity efforts should enable managers to interpret events in their own administrative contexts. Our assessment of the diversity literature suggests that managers are using largely untested assumptions as a basis for diversity policies, strategies, and actions. We call for greater contribution from public administration scholars to the body of research focusing on how human diversity can best be managed to produce positive results for individuals and their work organizations.     

Private Sector Imprinting: An Examination of the Impacts of Private Sector Job Experience on Public Manager's Work Attitudes

What are the attitudes of public managers who have had full‐time private sector work experience? Public managers with private sector work experience report different perspectives when compared to their counterparts who have spent their entire careers in the public sector. Though private sector work experience negatively correlates with job satisfaction, it only does so for the “new switcher,” whose last job was in the private sector. As careers advance, the negative impact seems to wane, leaving a public sector workforce that, in part as a result of their private sector work experience, are relatively more intrinsically motivated and involved in their jobs. We conclude with discussion of implications for human resources management.     

The Roles of Local Government Managers in Theory and Practice: A Centennial Perspective

The standard narrative to explain the evolution of roles filled by city managers suggests that managers originally served as administrative technicians who carried out the policy directives of city councils, but, over time, they became more involved in policy advice and community leadership. This article documents enduring involvement in policy and the recent expansion of community leadership, analyzing definitions of the manager's roles offered by practitioners and scholars since the beginning of the city manager profession 100 years ago. In addition, measurements of the manager's role performance at various points in time are examined, along with trends in the preparation of managers and the context in which they work. Ignoring the evidence that the policy role is integral to professional management can lead to unfounded questions about the legitimacy of city and county managers and impairs our understanding of the council‐manager form of government and political–administrative relations.     

Winning hearts and minds: A commentary on circular cities

There is growing interest in the concept of the circular city, which looks to embed the principles of the circular economy across all urban functions. This commentary paper outlines the concept of the circular city, explores how 3 European cities, namely, Amsterdam, London, and Paris, are currently looking to develop a vision and an action plan for the transition to a circular city, and offers some general reflections on the role public relations and communications may play in the transition process. The findings reveal that each of the action plans has its own distinctive flavour but that a number of common elements can be identified. The paper suggests that public relations and communications will have an important role to play to in raising and building awareness and changing attitudes, with the ultimate goal of changing behaviour, within the corporate world and amongst public sector decision makers and policy makers and the general public.     

Managing Markets for Public Service: The Role of Mixed Public–Private Delivery of City Services

The privatization experience of U.S. municipalities shows declining use of complete contracts and a dramatic rise in mixed public–private delivery (joint contracting) of city services. The analysis here shows that city managers have recognized the need to move beyond a simple dichotomy between market delivery and public planning to an approach that balances concerns with efficiency, market management, and citizen satisfaction. The New Public Management stresses the importance of competition and efficiency, transaction costs economics emphasizes the challenges of contract management, and New Public Service assigns primary concern to citizen engagement. Nonetheless, city managers see the need to balance all three. The analysis shows the evolution of a middle position where city managers integrate markets with public delivery and give greater attention to citizen satisfaction in the service delivery process.     

Managing in the Regulatory Thicket: Regulation Legitimacy and Expertise

Although the influence of government regulation on organizations is undeniable, empirical research in this field is scarce. This article investigates how the understanding of and attitudes toward government regulation among public, nonprofit, and for‐profit managers affect organizational performance, using U.S. nursing homes as the empirical setting. Findings suggest that managers’ perceptions of regulation legitimacy—views of regulation fairness, inspectors’ effectiveness, and internal utility of the mandates—positively affect service quality. Subgroup analysis suggests that managers’ views of regulation matter in nonprofit and for‐profit organizations but not in public organizations. In nonprofit homes, performance declines when managers report higher regulatory expertise—better knowledge of the regulatory standards. In for‐profit facilities, frequent communication with regulators lowers quality. These findings suggest that the regulated entities’ views of government regulation are central to their success, which necessitates improvements in the regulatory process.