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The methods for change detection and management published in the scientific literature are often of empirical nature and are not suitable for the analysis of the particular situations, whereas local governments are a specific object of analysis. Furthermore, many scholars interpret the content of a strategic change quite differently. This shows that the methodology of strategic change analysis is not fully developed. Therefore, further issues of strategic change management, which would consider the specifics of an organization, are very important. The aim of the article is to discuss the specifics of the strategic changes in local governments (local government institutions), describe their types, and evaluate the operational changes. The paper presents the concept of strategic change and distinguishes the levels of strategic changes according to their importance for the local governments. It describes strategic changes in the local governments and their need on the political, organizational potential development, and action levels. The article evaluates the strategic changes in the local governments at the level of their activities. The local governments can implement the strategic changes on the political and action levels. They are not procedural, but oriented to activity. Organizational potential development and functional changes are more common at the local government institutions. These changes are procedural and can be strategic and operational. It is not possible to. [to full text]

In the article, innovations are treated as a content of the strategy of local government institutions. It is shown that service innovation typologies in local government institutions can be applied only partly because political innovations are not evaluated according to any typology. There are four levels of innovations presented in the article: political, organizational potential development, administration, and functional activities. At the level of organizational potential development, three types of innovations are identified: new values, organizational structure innovations, and management system innovations. Administration level innovations are treated as service and process innovations. At the level of functional activities, innovations of human resources, finance, and marketing are identified. Using method of sociological survey, it has been proved that innovations of organizational potential development and functional activities are necessary at local government organizations. Benefits and obstacles of innovations have been showed, too.

In the article, innovations are treated as a content of the strategy of local government institutions. It is shown that service innovation typologies in local government institutions can be applied only partly because political innovations are not evaluated according to any typology. There are four levels of innovations presented in the article: political, organizational potential development, administration, and functional activities. At the level of organizational potential development, three types of innovations are identified: new values, organizational structure innovations, and management system innovations. Administration level innovations are treated as service and process innovations. At the level of functional activities, innovations of human resources, finance, and marketing are identified. Using method of sociological survey, it has been proved that innovations of organizational potential development and functional activities are necessary at local government organizations. Benefits and obstacles of innovations have been showed, too.

Authors of the paper propose the hierarchical model for management of strategic changes in municipalities and applicate it in their empirical research. Th e model explains the relations between the goals and volume of strategic changes, designates the type of changes and also indicates the management level of the municipality in which the appropriate decisions have to be made. 25 Lithuania's municipalities were investigated. Heads of municipality administration and their deputies expressed their opinion about implementation of strategic changes in a political and administration level of municipality performance as well as assessed the municipality work quality in the volume of functions delegated by the State.

Specifics of leadership in municipalities is significantly influenced by the complexity of municipal management, which is happening in multi-layer administration environment, with various interested parties and administrative actors involved at the same time. Formalized strategic planning system in Lithuanian municipalities assures the implementation of governmental and regional strategies, however, certain inner strategic problems of the municipalities remain unsolved. The purpose of this article is to reveal the peculiarities of strategic management in Lithuanian municipalities and to define leadership competences in strategic management processes. Benchmarking, generalisation and synthesis are used as the research methods here. The model of leadership competences suggested by the authors can be used by Lithuanian municipalities seeking to establish more transparent selection of candidates for municipal posts, more objective evaluation of their activities, accurate identification of personnel professional development needs. The most important result of proper leadership application is more efficient and effective functioning of strategic planning processes at the municipal level as leadership enables filling in the gaps between formalized structures and procedures, it also opens new opportunities for strategic planning.

Specifics of leadership in municipalities is significantly influenced by the complexity of municipal management, which is happening in multi-layer administration environment, with various interested parties and administrative actors involved at the same time. Formalized strategic planning system in Lithuanian municipalities assures the implementation of governmental and regional strategies, however, certain inner strategic problems of the municipalities remain unsolved. The purpose of this article is to reveal the peculiarities of strategic management in Lithuanian municipalities and to define leadership competences in strategic management processes. Benchmarking, generalisation and synthesis are used as the research methods here. The model of leadership competences suggested by the authors can be used by Lithuanian municipalities seeking to establish more transparent selection of candidates for municipal posts, more objective evaluation of their activities, accurate identification of personnel professional development needs. The most important result of proper leadership application is more efficient and effective functioning of strategic planning processes at the municipal level as leadership enables filling in the gaps between formalized structures and procedures, it also opens new opportunities for strategic planning.