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Despite the significant contributions of cities to our nation's economy and the everyday life of most Americans, local government leaders are faced with significant constraints on their ability to lead and govern. This article presents a novel framework of constraints facing city leadership focused on legal (what they are allowed to do), fiscal (what they have resources to do), and political constraints (what they want to do). A model is constructed to analyze the impact of these constraints on local action regarding minimum wage and hypothesize that greater constraints will result in less policy action within cities. Using multivariate regression, the authors find that political constraints and economic factors are the most significant determinants of whether a city pursues policy leadership.

Proposes sharing of executive authority and responsibility by city managers as an effective way of improving leadership; US.

Municipal leadership in Kansas City centers on the nonpartisan principle & the council-manager plan. Unlike many other cities with nonpartisan requirements, Kansas City has produced a nonpartisan system that has proved workable over a 20-yr period. But continuance depends on the viability of the Citizens Assoc, a nonpartisan - or bipartisan - group which has dominated Kansas City pot from its inception in 1941 to the present time, with a 4-yr break from 1959-1963. The Assoc has experienced some difficulty in keeping its leadership vital & in maintaining a sufficiently broad base to permit participation by the diverse elements of the community. The leadership responsibility of the Assoc, resumed in 1963, is of major importance in maintaining a stable source of power. Also, relations between the mayor & the manager are crucial, as experiences in the immediate past have shown. Under present arrangements, official & private groups are co-operating in achieving public objectives. A new sophistication is now being demanded of those to whom the manager is accountable. AA.

Municipal leadership in Kansas City centers on the nonpartisan principle and the council-manager plan. Un like many other cities with nonpartisan requirements, Kansas City has produced a nonpartisan system that has proved workable over a twenty-year period. But continuance depends on the viability of the Citizens Association, a nonpartisan—or bipartisan—group which has dominated Kansas City politics from its inception in 1941 to the present time, with a four-year break from 1959 to 1963. The Association has experienced some difficulty in keeping its leadership vital and in maintaining a sufficiently broad base to permit participation by the diverse elements of the community. The leadership responsibility of the Association, resumed in 1963, is of major importance in maintaining a stable source of power. Also, relations between the mayor and the manager are crucial, as experiences in the immediate past have shown. Under present arrangements, official and private groups are co-operating in achieving public objectives. A new sophistication is now being demanded of those to whom the manager is accountable.

City managers' policy leadership has drawn great attention from scholars of public administration. However, what factors explain variation in managers' policy-making roles has not been systematically explored. This study investigates the mechanisms leading elected officials to defer to the manager in policy making. Survey data from Florida council-manager cities indicate that noninstitutional factors-such as mayors' political experience, managers' professionalism, and concordance of manager and council preferences-influence the likelihood that a council will allow a manager to exercise policy influence. The data reveal that city managers earn policy-making leadership at the expense of their administrative authority. Thus, managers must reconcile inherent tensions between responsibility and compliance. Adapted from the source document.