Leadership Styles of European Mayors: How Much Have They Changed Over the Past 12 Years?

Hlepas, Nikos; Chantzaras, Athanasios; Getimis, Panagiotis

doi:10.1007/978-3-319-67410-0_7

Cited by 10 publications

(13 citation statements)

References 17 publications

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“…The management style was also perceived as an important factor influences the prioritization and selection of urban development interventions [63]. We identify five management styles, namely: (1) a loyal politician who implements the objectives of his/her political party; (2) a visionary and strategist who incorporates a long-term perspective into municipal management; (3) an efficient manager who manages the municipality; (4) an initiator/coordinator who shapes relationships, cooperation and networks in city management; and (5) a leader guided by the common interest and solidarity [60,64]. Respondents expressed their preferences for these management styles through a five-point Likert scale, where (1 = definitely disagree with the specific style, to 5 = definitely agree with the specific style).…”

Section: Data Collectionmentioning

confidence: 99%

Perceptions of Priority Policy Areas and Interventions for Urban Sustainability in Polish Municipalities: Can Polish Cities Become Smart, Inclusive and Green?

2019

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The transition to sustainable urban development requires both appropriate city management and local authorities that are aware of the implications posed by new urban sustainability challenges. The article aims to identify the priority policy/practice areas and interventions to solve sustainability challenges in Polish municipalities, as well as the factors that differentiate these priorities. Through an online questionnaire we surveyed 460 Polish municipalities, and conducted a multidimensional assessment concerning how mayors (and their executive teams) prioritise possible policy/practice areas and interventions related to sustainability. Our analysis implies that the mayors (and their executive teams) assign higher priority to policy/practice areas and interventions related to economic and social domains, and slightly lower priority to environmental ones. However, an important finding is that the priority policy/practice areas and interventions do not correspond well to some of the contemporary sustainability challenges in Polish cities. Effectively tackling urban environmental, economic and social problems would require the implementation of new approaches related to smart cities, the circular economy and/or cultural diversity. However, these less traditional policy/practice areas and interventions are quite low on the priority list of Polish mayors and their executive teams. Interestingly mayors and executive teams that prefer more participatory and solidarity-based management approaches are more likely to prioritise less traditional policy/practice areas and interventions to solve urban sustainability challenges in their municipalities.

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Section: Data Collectionmentioning

confidence: 99%

Perceptions of Priority Policy Areas and Interventions for Urban Sustainability in Polish Municipalities: Can Polish Cities Become Smart, Inclusive and Green?

2019

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“…The place leadership style of the mayor was perceived as an important factor that influences organisational culture in local administration. I identify five management styles based on the literature [ 74 , 76 ], namely: (1) a loyal politician who implements the objectives of his political party—political-oriented place leadership; (2) a visionary and strategist who incorporates a long-term perspective into municipal management—visionary-oriented place leadership; (3) an efficient manager who manages the municipality—managerial-oriented place leadership; (4) an initiator/coordinator who shapes relationships, cooperation and networks in city management—cooperation-oriented place leadership; and (5) a leader guided by the common interest and solidarity—solidarity-oriented place leadership. Respondents expressed their preferences for these management styles through a five-point Likert scale (1 = definitely disagree with the specific style, to 5 = definitely agree with the specific style).…”

Section: Methodsmentioning

confidence: 99%

“…Research on the leadership style of mayors in Europe [ 74 ] shows that in the 2000s, there was a shift in mayor leadership style from one dominated by an authoritarian attitude to one open and more cooperative. A visionary leadership style became the most common among mayors.…”

Section: Literature Reviewmentioning

confidence: 99%

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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“…In the US, Republicans have blamed judges’ leniency and soft punishments and have demanded greater toughness, followed by New Democrats (such as Bill Clinton) who have paid attention not to appear too soft on crime (Gest, 2001). In many European countries, too, partisanship has been found to be associated with politicians’ leadership styles and political priorities (Getimis and Hlepas, 2006), with right-wing positions being associated with authoritative leadership styles as well as a ‘law and order’ approach to social problems (Hlepas et al, 2018: 231–2). However, politicians from left-wing parties have been increasingly cautious about appearing too anchored in a social explanation of crime and have valued a more aggressive position towards crime: the most famous strategy is the one followed by New Labour in the UK, which abandoned its traditional allies (social workers, teachers, etc.)…”

Section: Public Security In the City: Law And Order As An Urban Polit...mentioning

confidence: 99%

Why European mayors emphasize urban security: Evidence from a survey in 28 European countries

Kübler

Maillard

2020

European Journal of Criminology

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Urban security has become a pressing political issue in many European cities. This study seeks to understand why some city governments consider urban security to be a policy priority, whereas others do not. Using data from a recent survey of 2674 city mayors in 28 European countries, we test four hypotheses on factors associated with the prioritization of urban security by local politicians. The results show that European mayors’ emphasis on urban security as a policy goal varies strongly across countries, as well as across cities within countries. Besides contextual factors related to national political culture, welfare regimes and local autonomy, we find that mayors’ preferences on security policy are most strongly associated with political ideology, that is, their self-placement on the left–right spectrum. In addition, crime trends and public opinion about crime play a role. The study demonstrates that there is no convergence of political agendas on urban security issues across European cities.

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Leadership Styles of European Mayors: How Much Have They Changed Over the Past 12 Years?

Cited by 10 publications

References 17 publications

Perceptions of Priority Policy Areas and Interventions for Urban Sustainability in Polish Municipalities: Can Polish Cities Become Smart, Inclusive and Green?

Perceptions of Priority Policy Areas and Interventions for Urban Sustainability in Polish Municipalities: Can Polish Cities Become Smart, Inclusive and Green?

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

Why European mayors emphasize urban security: Evidence from a survey in 28 European countries

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