A LONGITUDINAL TEST OF SOCIAL DISORGANIZATION THEORY: FEEDBACK EFFECTS AMONG COHESION,SOCIAL CONTROL,AND DISORDER*

Social disorganization theory holds that neighborhoods with greater residential stability, higher socioeconomic status, and more ethnic homogeneity experience less disorder because these neighborhoods have higher social cohesion and exercise more social control. Recent extensions of the theory argue that disorder in turn affects these structural characteristics and mechanisms. Using a data set on 74 neighborhoods in the city of Utrecht in the Netherlands spanning 10 years, we tested the extended theory, which to date only a few studies have been able to do because of the unavailability of neighborhood‐level longitudinal data. We also improve on previous studies by distinguishing between the potential for social control (feelings of responsibility) and the actual social control behavior. Cross‐sectional analyses replicate earlier findings, but the results of longitudinal cross‐lagged models suggest that disorder has large consequences for subsequent levels of social control and residential instability, thus leading to more disorder. This is in contrast to most previous studies, which assume disorder to be more a consequence than a cause. This study underlines the importance of longitudinal data, allowing for simultaneously testing the causes and consequences of disorder, as well as the importance of breaking down social control into the two dimensions of the potential for social control and the actual social control behavior.     

STRONG LEADERS? THE CHALLENGES AND PITFALLS IN MAYORAL LEADERSHIP

The questions executive mayors face regarding the fulfillment of their leadership role often reveal dilemmas and paradoxes. The subject of this article is how executive mayors cope with these dilemmas and paradoxes and whether or not the selection procedure matters. It presents results of a comparison of English elected mayors' interpretations of three dilemmas and Dutch appointed mayors' expectations of those same dilemmas. The first dilemma involves the creation of a sense of community versus multiplicity of inclusions and identities. The second dilemma concerns the need for strong leadership versus the networked character of society. The third dilemma involves that strong leadership is expected, potentially leading to leaders having a false image of strength. The results show that mayors must balance the dilemmas within the boundaries set by the leadership context. Second, the directly elected mayors in England differ little from centrally appointed mayors in The Netherlands regarding their handling of the dilemmas.