Municipal councillors as interest mediators: Roles, perceptions and enactment

Getimis, Panagiotis; Hlepas, Nikolaos-K.

doi:10.1007/978-3-658-01857-3_8

Cited by 5 publications

(2 citation statements)

References 12 publications

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“…It is possible that manager-mayors underestimate the influence of the minority. European research has shown that councillors with executive responsibilities perceive their influence over decision making as much higher than those council members who have no such responsibilities (Getimis & Hlepas 2013). Members of the minority in Icelandic local councils, in general, have limited executive responsibilities, which might explain why they are perceived to have little influence.…”

Section: Stjórnmál and Stjórnsýslamentioning

confidence: 99%

Administrative capacity and long-term policy making at the Icelandic local level

Hlynsdóttir¹

2016

irpa

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Leach and Wilson (2002) identified four key tasks of local government leaders. Building on their initiative, this paper examines the task of developing strategic and policy direction at the Icelandic local level from the viewpoint of the Icelandic mayor. In addition, it explores the administrative capacity of Icelandic local governance. Individuals occupying mayoral positions in Iceland always serve as heads of administration. At times, mayors are council members (political mayors), while other times they are hired based on their professional skills (manager-mayors). The findings suggest that mayors of both types play crucial roles in long-term policy making. However, the study shows that the daily work of manager-mayors is often hindered by fragmentation and lack of specialisation within the administration as well as by the laymen rule upon which the council-committee system is based.

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