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This paper discusses the causal relationship between servant leadership, professionality, work culture, motivation, and the performance of Surabaya City government employees. One model is proposed to examine the role of motivation as a mediating variable in the indirect relationship of servant leadership, professionality, work culture and performance. The population is the government employees of Surabaya City. Analysis by SEM, on 290 respondents, using the convenience sampling method. The results show that the model is accepted, and also show that servant leadership, professional, and work culture has an effect on motivation. Servant leadership, work culture and motivation have an effect on employee performance. Motivation is a positive mediating variable in the relationship between servant leadership, professional, and work culture with performance.

AbstractPolicy tourism is an important but rarely studied phenomenon describing a widespread practice, through which local public and business leaders form delegations, choose target cities, and implement intercity policy diffusion, business exchange, and economic collaboration. Our research examines how executive leadership characteristics, city‐level contextual factors, and interdependence mechanisms relate to cities' decisions to visit. Using two‐stage probit selection models with instrumental variables on a dyadic balanced panel dataset recording all policy tourism events between major U.S. cities from 2007 to 2016, we answer this question accounting for potential endogeneity problems. Our findings suggest that cities with experienced yet newly appointed, minority leaders tend to visit cities with experienced white or female leaders. Additionally, policy tourism happens among cities embedded in highly complex, munificent, and turbulent environments. Finally, cities tend to learn from peers with higher economic prosperity or interact with their competitors.

ObjectiveThis study analyzes the relationship between the race of a city's police chief and the incidence of fatal shootings by police officers.MethodsThe Washington Post's "Fatal Force Database" is used to calculate per‐capita rates of fatal shootings by police officers occurring between January 1, 2015 and June 1, 2020 for the 100 largest cities in the United States. I compare fatal shooting rates for cities with police chiefs of different races, both unadjusted and adjusted for differences in city characteristics.ResultsRates of fatal shootings by officers are almost 50 percent higher in cities with police forces led by white police chiefs than in cities with black police chiefs. Of the 30 cities with the highest rates of fatal shootings, 23 have police departments led by whites and only four have departments led by blacks, while of the 30 cities with the lowest rates, 16 have police departments led by blacks and only 11 are led by whites. Differences in fatal shooting rates persist after controlling for city characteristics.ConclusionLeaders in the highest position of authority may have a powerful effect on the culture of a police department and its resulting behavior.

Abstract
Russia's republics – regions in the larger federation that are territorially defined and represent areas where non-Russian ethnic populations are concentrated – have been generally quiescent during the two decades of Vladimir Putin's leadership. However, in 2019 Kalmykia was the site of protests against leadership changes in which locals had scant political voice. This paper focuses on the demonstrations in Kalmykia and provides a detailed account of the associated causes, motivations, and outcomes. The protests augur an increased awareness of the double marginalization of Russia's minority groups, both politically and on the basis of nationality, in the country's governance. This condition has notable implications given Russia's ongoing war in Ukraine.

AbstractThe 2005 woman-led Friday prayer in New York City generated broad media attention and significant levels of intra-Muslim debates about women's inclusion in mosques, gender roles, and textual interpretation. This essay examines the prayer event within the larger context of American Muslim women's contributions to reinterpretations of the Qur'an and their negotiations of religious authority, leadership roles, and mosque spaces in a North American context. The essay is based on the writings of American Muslim women on gender discourses and on media coverage, documentaries, and Internet sources produced by and about them. I argue that some of the initiatives toward gender inclusiveness in American mosques and communities should be read as an embodiment of gender-just interpretations of the Qur'an, and as products of particularly American and transnational constellations of Muslim discourses on gender. Another women's 'sit-in' at the Islamic Center in Washington, D.C., in February of 2010 serves as an epilogue to the essay.

PurposeThis paper aims to present a case study of the Philadelphia region's efforts to implement a regional approach to economic development by relying on business‐civic leadership to transcend governmental boundaries.Design/methodology/approachThe paper examines the role of leadership in organizations representing business interests, and the competing and conflicting perspectives on the "right" scale to do so – local and/or regional, drawing on participatory insights into the relevant processes.FindingsWhile ad‐hoc partnerships and governance are often recognized as important elements of economic competitiveness for metropolitan areas by key civic and business leaders, established localist and institutional‐organizational interests and strategies may counteract that. Overcoming long‐established fragmentation requires a high level of attention to symbolism and the details of inclusiveness in organizational and spatial terms.Originality/valueThe recognition and study of city‐regional governance is very topical. The contribution of this paper is timely and offers a rare insight into the practical side of city‐regional governance, thus illuminating theoretical arguments.

Describes challenges US presidents face in assembling an effective staff operation after they assume office, including successfully integrating campaign people, experienced individuals with prior White House experience, presidential appointees, and senior career people from the executive branch.

AbstractOur research centers on the role of city managers in responding to the COVID‐19 pandemic in the United States. We begin by asking: What was the experience of city managers during the COVID‐19 pandemic? Drawing on interview data from 87 US city managers we identify four emergent themes: crisis management, organizational and leadership contexts, unintended outcomes, and administrative impacts. We then apply Comfort's (2007) four Cs—cognition, communication, coordination, and control—to the interview data. We find that cognition, communication, and coordination are critical to city managers experiences in crisis management and response. Control is largely related to organizational and leadership contexts and a key aspect in determining their reported success. We also find that city managers view unintended and administrative outcomes as a result of their crisis management process that reinforce their strategies. From our inductive analysis, we propose a Complex Disaster Response Framework of City Managers.

This article explores which leadership qualities public managers regard as important for public innovation. It is based on a survey of 365 senior public managers in Copenhagen, Rotterdam and Barcelona. Five perspectives on leadership were identified and tested using a number of items. Some of these proved to be more robust than others. Analysis of the three cities reveals a nuanced set of leadership styles, which include a transformational style, and one that is more dedicated to motivating employees, risk taking and including others in decision making. This suggests the need for more research on leadership and public sector innovation. ; This article explores which leadership qualities public managers regard as important for public innovation. It is based on a survey of 365 senior public managers in Copenhagen, Rotterdam and Barcelona. Five perspectives on leadership were identified and tested using a number of items. Some of these proved to be more robust than others. Analysis of the three cities reveals a nuanced set of leadership styles, which include a transformational style, and one that is more dedicated to motivating employees, risk-taking and including others in decision-making. This suggests the need for more research on leadership and public-sector innovation.

Part I. Neighborhood life and experiential Latino panethnicity -- Introducing Corona -- Women and convivencia diaria -- Stores, workplaces, and public space -- Roman Catholic parishes -- Protestant churches -- Part II. Female leadership and institutional Latino panethnicity -- Introducing Latino organizations in Queens -- Social service organizations -- Cultural politics -- Formal politics -- Conclusion : Women and the creation of Latino panethnicity

The need to understand innovation in public sector environments is growing. There is also a need to build theory, test it empirically and compare across jurisdictions. This article aims to understand the factors that have an impact on innovation capacity. It examines the self-rated innovation capacity of three European city governments – Barcelona, Copenhagen and Rotterdam – in regard to innovation drivers (structures, processes and contextual factors), external networking (levels of communication outside the municipality) and leadership qualities. Results from an online survey of senior administrators in the cities ( n = 323) was used to empirically analyse the relationships between these using a structural equation model. Leadership has a stronger effect than innovation drivers and external networking on self-rated innovation capacity for these three city governments. Points for practitioners Public sector innovation is a very important topic for public managers as the expectations on government agencies increase. Innovation capacity is related to innovation drivers and barriers, the amount of contact that individuals have with others outside their organization, and leadership. This empirical study of three cities shows that leadership has a bigger effect on innovation capacity than the structures, processes and contextual factors that drive innovation, as well as the amount of external contact that public managers have outside their organizations. In addition, for Barcelona and Copenhagen, the network governance and transformational types have the biggest effect on innovation, while for Rotterdam, it is the entrepreneurial type followed by the network governance type.