Suchergebnisse

9 Bosses, & their tollowers & apologists, perennially inquire noNN alternative sources for leadership may be developed in lieu of a boss. A boss is the principal but not the sole leader of a pol'al clique or faction at the top of a monolithic power structure in a community with a monopolistic pol'al style. Alternatives to a boss are a clique or faction, a popularly elected mayor, a city manager, or a pol'al party. Some Fla communities exhibit a monopolistic pol'al style; others, a competitive style. Town with a monopolistic style show a narrow set of econ interests; the entrance of competing econ interests leads to competitive pot. Ruling cliques are of varying kinds & can exist in either amonopolistic or competitive situation. A popularly elected mayor also can function as the leader in either situation. A manager is a source of policy leadership, but several factors condition his leadership. The elected mayor often inhibits the manager. The manager's scope may also be greatly restricted in a monopolistic setting, for he usually has no pol'al base of his own in such a situation. He will often have more scope when competition is the style. A few managers succeed by forming their own bases, ie, that composed of city employees. Party participation is a concomitant of competitive pot in a few Fla cities, but the rise of the Republicans may lead to some local monopolies. Alternative sources of leadership are enhanced by competition. AA.

Bosses, and their followers and apologists, peren nially inquire how alternative sources for leadership may be developed in lieu of a boss. A boss is the principal but not the sole leader of a political clique or faction at the top of a monolithic power structure in a community with a monopolistic political style. Alternatives to a boss are a clique or faction, a popularly elected mayor, a city manager, or a political party. Some Florida communities exhibit a monopolistic political style; others, a competitive style. Towns with a monopolistic style show a narrow set of economic interests; the entrance of competing economic interests leads to competitive politics. Ruling cliques are of varying kinds and can exist in either a monopolistic or competitive situation. A popularly elected mayor also can function as the leader in either situation. A manager is a source of policy leadership, but several factors condition his leadership. The elected mayor often inhibits the manager. The manager's scope may also be greatly restricted in a monopolistic setting, for he usually has no political base of his own in such a situation. He will often have more scope when competition is the style. A few managers succeed by forming their own bases, as, for example, that composed of city employees. Party participation is a concomitant of competi tive politics in a few Florida cities, but the rise of the Republi cans may lead to some local monopolies. Alternative sources of leadership are enhanced by competition.

Collectively, cities take up a relatively tiny amount of land on the earth, yet emit 72 percent of greenhouse gas emissions. Clearly, cities need to be at the center of any broad effort to reduce climate change. This text argues that too many cities are only implementing random acts of greenness that will do little to address the climate crisis. It instead calls for 'greenovation' - using the city as a test bed for adopting and perfecting green technologies for more energy-efficient buildings, transportation, and infrastructure more broadly. Further, the work contends that while many city mayors cite income inequality as a pressing problem, few cities are connecting climate action and social justice-another aspect of greenovation.

Cities on the front lines -- Energy efficiency : from buildings to districts and neighborhoods -- Beyond the building : district heating and cooling -- Renewable cities -- Electrifying transportation -- Liberating cities from cars -- Eco-innovation districts accelerating urban climate action -- Cities and a green new deal -- The elements of greenovation.

The article asks how political leadership and community involvement together can contribute to legitimate and effective policy making in the context of urban governance. Particularly, the question is discussed if the interplay between both increases capacities for governing localities. Conceptually, this is based on Jessop's assumption that every mode of coordination is failure prone and that there is a need for enduring "metagovernance." The concept of metagovernance is then linked with considerations on institutional contexts and a comparison of four case studies, situated in different contexts. Whereas the case studies can show different practices or failures of metagovernance in the interaction between political leaders and involved societal actors, the institutional contexts are shown to more or less facilitate these practices.

Pol'al bossism in US cities developed as a pragmatic response to the rise of US urbanism. Its pol'al style developed out of a combination of the new directions of US society as it entered the age of enterprise & of the existing pol'al system which was geared to a Ru, decentralized mode of life. The power structure of bossism was based on a 2-fold relationship maintained by the city machine: the patron-client relation with blocs of voters - esp ethnic minorities - & a brokerage relationship with business. Relations with state gov were directed more toward the maintenance of control over the city than to substantive gov policy. The appropriate pol'al response to an Ur, technological society came with the reorg of nat'l pot by F. D. Roosevelt & the instit of New Deal SE reform. This change affected Ur pot by making it increasingly pluralistic & program-oriented. The new style of Ur pot may be called a cosmopolitan pot, & it strongly affected, if indeed it did not dominate, state pot in most places. The city of New Orleans is a special case of the development of a cosmopolitan style of Ur pot out of an earlier bossism within a state which has not yet assimilated to cosmopolitan pot. AA.