Aspects of Leadership Styles: An Interaction of Context and Personalities

Getimis, Panagiotis; Hlepas, Nikolaos-K.

doi:10.1007/978-3-531-90005-6_8

Cited by 13 publications

(14 citation statements)

References 14 publications

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“…One explanation for this effect may be that in external networking this type of mayor is more oriented (and sensitive) towards (the claims of) those individuals, groups and actors on whom their direct legitimacy is founded (e.g. citizens, the party as a professional-electoral machine or the media), which is confirmed in categorical time management analysis on the same data (Getimis and Hlepas, 2006). Further research should reveal the way in which the specificities of a direct election have an effect on mayoral leadership.…”

Section: Conclusion and Discussionmentioning

confidence: 75%

A knight in white satin armour? New institutionalism and mayoral leadership in the era of governance¹

Steyvers

2013

European Urban and Regional Studies

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This article connects two streams in the literature on local political leadership by identifying the effect of leadership in form on the altering nature of leadership behaviour in the era of governance as a promising field of research. In particular, it argues to proceed with a comparative new institutionalism agenda. In order to illustrate this approach it uses data from a comparative project on local political leadership in Europe and focuses on mayor business orientation as an aspect of external networking. The analysis shows institutional form matters, but is highly contingent upon leadership context and characteristics. Future research should not only improve the conceptualization of form and extend the scope of leadership behaviour under study, but also probe into the causal mechanisms that relate form, context and characteristics.

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Section: Conclusion and Discussionmentioning

confidence: 75%

A knight in white satin armour? New institutionalism and mayoral leadership in the era of governance¹

Steyvers

2013

European Urban and Regional Studies

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“…For example, John [ 68 ], taking into account the distinction between authoritarian and responsive leadership, distinguished the styles: "caretaker", "consensus facilitator", "city boss", "visionary". A similar classification was also developed by Getimis and Hlepas [ 69 ]. The four ideal types of leaders were the visionary (cooperative and strategic), the city boss (authoritarian and strategic), the consensus facilitator (cooperative and reproductive) and the protector (authoritarian and reproductive).…”

Section: Literature Reviewmentioning

confidence: 95%

The relationship between the professional, social, and political experience and leadership style of mayors and organisational culture in local government. Empirical evidence from Poland

Podgórniak-Krzykacz

2021

PLoS ONE

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This paper aims to identify the organisational culture profiles of Polish municipalities and examine the influence of the professional, social and political experience and place-based leadership style of mayors on municipalities’ organisational culture profiles. The Organisational Culture Assessment Instrument was selected due to its suitability in assessing the organisation’s underlying culture. In the study, 917 mayors of municipalities in Poland, completing an on-line questionnaire. It was found that most of the Polish municipalities’ organisational culture is characterised by a clan type which is reflected in how employees are managed, how the organisation is held together, and how the organisation’s strategy is defined. The leadership style and the organisation’s success are hierarchy-focused, while the dominant characteristic is market type. The ANOVA and UNIANOVA analysis results suggest that the type of organisational culture depends on the type of municipality. The clan culture is dominant in rural municipalities. In urban municipalities, market culture and adhocracy are stronger than in rural municipalities, while clan culture is weaker. There is also an association between the dominant type of organisational culture and the mayors’ work experience in local administration and their membership in an NGO. The length of the mayor’s seniority in local government administration differentiates the importance of hierarchy culture, while his experience in the NGO sector strengthens the clan characteristics of the organisational culture of the office he heads. These findings provide important implications for the initiation and implementation of cultural change in local government administration and cooperation projects and local experiments. A cultural change is difficult to implement, and a change of mayor is not enough to initiate it. It requires planning and management. Cultural change may contribute to the increase of municipalities’ activity in cooperation’s projects and experiments. There is a need for more research on this topic to determine to what extent the organisational culture supports local cooperation projects.

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“…We take the view that the framework provides a useful starting point for understanding the predominant leadership style of a given directly elected mayor or other local political leader. Other scholars have also made use of this framework to study leadership styles (Getimis and Hlepas, 2006).…”

Section: Evaluating Mayoral Leadership Stylesmentioning

confidence: 99%

Place, power and leadership: Insights from mayoral governance and leadership innovation in Bristol, UK

2021

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This article aims to enhance understanding of the role of place in urban leadership by examining the way leadership changed significantly following the introduction of mayoral governance into a UK city. In 2012, 10 cities in England held referendums to decide whether to introduce a directly elected mayor model of leadership. Bristol was the only city to vote in favour of this radical change, and the Bristol Civic Leadership Project, set up before the first mayor was elected in November 2012, was designed to discover what differences the directly elected mayor model might make to the leadership and governance of a city. This article addresses two important questions: (1) Does the institutional design of local governance in a place influence leadership effectiveness? (2) How, if at all, do the leadership styles of the individual elected as mayor affect the quality of place-based governance? The article identifies three main reasons why place is important in public policy – expression of identity, strengthening democracy and enhancing governmental effectiveness – and considers how the leadership innovations in Bristol engage with these three dimensions of place. As well as presenting evidence documenting how bold civic leadership has transformed the governance of a particular British city, the article contributes to leadership studies by exploring the relationships between place, power and leadership.

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Aspects of Leadership Styles: An Interaction of Context and Personalities

Cited by 13 publications

References 14 publications

A knight in white satin armour? New institutionalism and mayoral leadership in the era of governance¹

A knight in white satin armour? New institutionalism and mayoral leadership in the era of governance¹

The relationship between the professional, social, and political experience and leadership style of mayors and organisational culture in local government. Empirical evidence from Poland

Place, power and leadership: Insights from mayoral governance and leadership innovation in Bristol, UK

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Aspects of Leadership Styles: An Interaction of Context and Personalities

Cited by 13 publications

References 14 publications

A knight in white satin armour? New institutionalism and mayoral leadership in the era of governance1

A knight in white satin armour? New institutionalism and mayoral leadership in the era of governance1

The relationship between the professional, social, and political experience and leadership style of mayors and organisational culture in local government. Empirical evidence from Poland

Place, power and leadership: Insights from mayoral governance and leadership innovation in Bristol, UK

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A knight in white satin armour? New institutionalism and mayoral leadership in the era of governance¹

A knight in white satin armour? New institutionalism and mayoral leadership in the era of governance¹