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Local governments throughout the west are undergoing a transformation of their leadership styles and structures. Some countries have abandoned traditional systems of collective or committee based decision-making in favour of Cabinet models or, more radically, a directly-elected executive mayor, while others have strengthened existing mayoral systems. There are a few exceptions to this trend. Based on original research in eleven countries the book assesses these changes in terms of their implications for political accountability, the role of lay politicians, political recruitment, the professionalization of leadership, and relations with the bureaucracy.
Local governments throughout the west are undergoing a transformation of their leadership styles and structures. Some countries have abandoned traditional systems of collective or committee based decision-making in favour of Cabinet models or, more radically, a directly-elected executive mayor, while others have strengthened existing mayoral systems. There are a few exceptions to this trend. Based on original research in eleven countries the book assesses these changes in terms of their implications for political accountability, the role of lay politicians, political recruitment, the professionalization of leadership, and relations with the bureaucracy.
The forces of globalization are shifting our world, including the public sector, away from hierarchy and command and control toward one of collaboration and networks. The way public leadership is thought about and practiced must be, and is being, transformed. This volume in the "Transformational Trends in Governance & Democracy" series explores what the shift looks like and also offers guidance on what it should look like. Specifically, the book focuses on the role of "career leaders" - those in public service - who are agents of change not only in their own organizations, but also in their communities and policy domains. These leaders work in network settings, making connections and collaborating to create public value and advance the common good. Featuring the insights of an authoritative group of contributors, the volume offers a mix of scholarship, from philosophical discussions to conceptual models to empirical studies that, taken together, will help inform the transformation of public leadership that is already underway.
How will increasingly diverse cities and counties strengthen their political leadership for the 1990s and beyond? How can mayors and other officials become effective leaders in government structures that deny them executive power and diffuse their political leadership? What kind of leadership will this be and what impact will it have? Facilitative Leadership in Local Government shows how officials can reach beyond the structural limitations of their position and work with the constraints of fragmented power to build strong and effective government. In this book, James H. Svara and expert contributors offer local government officials and those that work with them a guide to a successful new model of leadership--facilitative leadership. The facilitative leader accomplishes objectives by enhancing the efforts of others. Rather than seeking power for themselves, facilitative mayors or chairpersons seek to empower the city council and the city manager by stressing collaboration and collective leadership among all parties so that all can work effectively together.
Political leadership has made a comeback. It was studied intensively not only by political scientists but also by political sociologists and psychologists, Sovietologists, political anthropologists, and by scholars in comparative and development studies from the 1940s to the 1970s. Thereafter, the field lost its way with the rise of structuralism, neo-institutionalism, and rational choice approaches to the study of politics, government, and governance. Recently, however, students of politics have returned to studying the role of individual leaders and the exercise of leadership to explain political outcomes. The list of topics is nigh endless: elections, conflict management, public policy, government popularity, development, governance networks, and regional integration. In the media age, leaders are presented and stage-managed--spun--DDLas the solution to almost every social problem. Through the mass media and the Internet, citizens and professional observers follow the rise, impact, and fall of senior political officeholders at closer quarters than ever before. This Handbook encapsulates the resurgence by asking, where are we today? It orders the multidisciplinary field by identifying the distinct and distinctive contributions of the disciplines. It meets the urgent need to take stock. It brings together scholars from around the world, encouraging a comparative perspective, to provide a comprehensive coverage of all the major disciplines, methods, and regions. It showcases both the normative and empirical traditions in political leadership studies, and juxtaposes behavioural, institutional, and interpretive approaches. It covers formal, office-based as well as informal, emergent political leadership, and in both democratic and undemocratic polities.
Local political leadership examines the complexities of the concept of leadership, focusing on the intrinsic tension between leadership behaviour and leadership position. It also discusses the key leadership tasks, such as maintaining cohesiveness, developing strategic policy direction, and external relations and task accomplishment.
Written by the leading authority in the field, this important new book brings together the results of ten years' research to provide a systematic assessment of the changing nature of local governance in Britain.
Despite successful results in using transformational leadership to improve performance with wide number of different organizations, there is a lack of academic research in applying these concepts with local government. The purpose of this study was to compare outcomes in transactional and transformational settings to see if the transformational experiences were more positive. Self-administered surveys were mailed to a randomly selected sample of 500 Lee County, Florida County Commission employees. Comparing transactional and transformational leadership styles, the survey measured organizational effectiveness, motivation to support extra effort, and employee satisfaction. The surveys also evaluated if there was a correlation between organizational culture dimensions and leadership styles. Leadership style and outcomes were measured using the Multifactor Leadership Questionnaire developed by Bass and Avolio. Dimensions of culture were measured with the Organizational Culture Survey. The results revealed that transformational leadership led to higher effectiveness, increased extra effort, and improved employee satisfaction; while transactional leadership had a negative effect on these outcomes. Correlation between the leadership styles of transactional and transformational leadership and organizational culture dimensions could not be established. The study demonstrated that transformational leadership in this governmental unit could increase effectiveness and job satisfaction. The use of transformational leadership techniques holds promise for improving the operational effectiveness of local governments and encouraging positive social change through more effective delivery of critical services to citizens.