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Facilitative leadership has long been a catchword in studies of mayoral leadership. Emphasizing cooperation, consensus-building and the empowerment of others, the facilitative model is said to be typical of council-manager systems of local government. Drawing on a study of long-serving mayors in Norway, the paper assesses the accuracy of the facilitative approach in a typical council-manager system. What does it entail as an ideal type and to what extent does it catch the essence of mayoral leadership as practiced in Norwegian local government? We argue that there are conspicuous and interesting examples of Norwegian mayors exercising strong, strategic, and visionary leadership within a 'facilitative frame', and that the facilitative model does not preclude a broader and more 'expansive' and 'entrepreneurial' approach to mayoral leadership.

Facilitative leadership has long been a catchword in studies of mayoral leadership. Emphasizing cooperation, consensus- building and the empowerment of others, the facilitative model is said to be typical of council-manager systems of local government. Drawing on a study of long-serving mayors in Norway, this article assesses the accuracy of the facilitative approach in a typical council-manager system. What does it entail as an ideal type and to what extent does it catch the essence of mayoral leadership as practiced in Norwegian local government? The authors argue that there are conspicuous and interesting examples of Norwegian mayors exercising strong, strategic, and visionary leadership within a facilitative frame, and that the facilitative model does not preclude a broader and more 'expansive' and 'entrepreneurial' approach to mayoral leadership. Adapted from the source document.

With most of the world's fisheries in a state of crisis, environmental groups have started to take a keen interest in the management of marine resources. As initiatives of a more official stripe, such as the UN Code of Conduct for Responsible Fisheries, have strengthened the case for environmental action, several groups and organizations have launched political campaigns against current management practices. This article analyzes the fisheries campaigns of three major environmental organizations: Greenpeace International, the World Wide Fund for Nature and Friends of the Earth, Norway. What are the objectives and concerns of these groups and how do they "translate" into strategies and action? Judging from the cases reported in this article, environmental action in the fisheries bears little resemblance to earlier crusades against whaling and sealing. The commitment to sustainable and responsible fishing, even among industry representatives, represents a significant change iin the opportunity structure of environmental groups—strengthening their legitimacy as stakeholders in fisheries management. The outcome, as for the organization and orchestration of fisheries campaigns, is a stronger emphasis on cooperation and participation—at the expense of direct and disruptive action.