City managers: will they reject policy leadership?
In: Public productivity & management review, Band 17, S. 313-324
ISSN: 1044-8039
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In: Public productivity & management review, Band 17, S. 313-324
ISSN: 1044-8039
In: Public management: PM, Band 31, S. 162-167
ISSN: 0033-3611
In: Public productivity & management review, Band 17, Heft 4, S. 313-324
ISSN: 1044-8039
In: Public Productivity & Management Review, Band 17, Heft 4, S. 313
In: Research handbooks in urban studies
In: Journal of public administration research and theory, Band 20, Heft 2, S. 461-476
ISSN: 1477-9803
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.
In: Journal of public administration research and theory, Band 11, Heft 4, S. 587-591
ISSN: 1477-9803
In: Journal of public administration research and theory, Band 20, Heft 2, S. 461-477
ISSN: 1053-1858
In: Routledge critical studies in public management
In: Journal of public administration research and theory, Band 20, Heft 2, S. 461-476
ISSN: 1477-9803
In: Education and urban society, Band 6, Heft 3, S. 253-268
ISSN: 1552-3535
In: Urban research & practice: journal of the European Urban Research Association, Band 13, Heft 2, S. 228-237
ISSN: 1753-5077
In: Public management: PM, Band 88, Heft 6, S. 28-31
ISSN: 0033-3611
Develop best practice and improve your leadership skills with this textbook, published in association with City and Guilds for the new Level 5 Diploma in Leadership and Management for Adult Care specification. -Build comprehensive understanding of the knowledge and skills required for the Level 5 qualification, with detailed coverage of all mandatory units -Apply theoretical aspects of the Diploma in the workplace, with the 'In Practice' feature -Build confidence reviewing and evaluating practice in Adult Care settings with 'Reflect On It' activities, and examples of reflective accounts -Prepare a strong portfolio, with advice and activities on how to use evidence most effectively -Extend knowledge and understanding with access to popular optional units available online (www.hoddereducation.co.uk/adultcareextras) - Fully updated to match the Level 5 qualification's integration into the higher apprenticeship programme including the new 'undertake a research project' unit The easy-to-follow design makes this an invaluable reference guide for anyone looking to progress their management career in Adult Care.
In: Public Productivity & Management Review, Band 15, Heft 2, S. 253