Official Leadership in the City: Patterns of Conflict and Cooperation

Abstract

Intro -- Contents -- 1. Introduction: The Governmental Process in Cities -- The Governmental Process -- Four Dimensions of the Governmental Process -- Division of Leadership Responsibilities -- Overview -- 2. Patterns of Conflict and Cooperation in Mayor-Council and Council-Manager Governments -- Two Patterns of Interaction -- The Bases of Conflict and Cooperation -- Characteristics of the Patterns -- Forms of Government and Patterns of Interaction -- Implications for the Study of Official Leadership -- 3. The Significance of Structure -- Governmental Structure, Process, and Consequences -- Division of Responsibility and Form of Government -- Summary of Conceptual Framework -- 4. Mayors: Driving Force Versus Guiding Force -- Perspectives on the Mayoralty -- Resources for Leadership -- Mayor-Council Mayors: Roles and Types of Executive Leadership -- Council-Manager Mayors: Roles and Types of Facilitative Leadership -- Conclusion -- 5. Councils: Counterweight Versus Senior Partner -- Perspectives on Council Roles I: Representation -- Selection and Characteristics of Council Members -- Council Members' Background and Motivation to Serve -- Perspectives on Council Roles II: Governance and Supervision -- Variation in Council Contributions -- Conclusion -- 6. Administrators: Servants, Knaves, or Responsible Professionals? -- Perspectives on Urban Bureaucracy -- Characteristics and Roles of Urban Administrators -- Values of Urban Administrators -- Ethical Obligations of Urban Administrators -- Conclusion -- 7. Conclusion: Improving the Quality of Urban Governance and Management -- Summary of Major Points -- Decreasing Conflict/Promoting Cooperation -- Transfer of Constructive Practices Between Forms of Government -- Consequences of Patterns of Interaction for City Government -- Appendix -- Table A-1. Comparison of Paired Cities.