The concept of urban regime has emerged as a widely used instrument to explore the responses of local leaders to processes of change. This study of regime building in Detroit during the long period of Coleman Young's mayoralty, contrary to some previous studies, shows how problems of cooperation between private and public leaders have been only partially overcome in Detroit. The key contribution of regime theory is its focus on the problems of collective organization and action. In Detroit, an effective public-private partnership has not emerged, and the authors examine the consequences. They conclude by examining the neglected issue of regime succession and by presenting a formal schema of the process of regime transition.
AbstractThis overview article sets out the broad themes behind the transformation of local political leadership, in particular the forces that have led to the introduction of stronger forms of local executive, such as directly elected mayors. After setting out the role of local political leadership in traditional local government and different traditions and patterns across Western Europe, the article sets out the likely factors driving the changes toward a stronger form of leadership in the more complex pattern of governing described as local governance: complex networks, the 'new political culture', Europeanization of public policy and institutional mimetism. The article observes that the articles in this symposium do not fully confirm these hypotheses, showing the complexity of the responses and the different contexts across Western Europe. The concluding sections draw together the implications of the stronger forms of local executive for the current practice and functioning of local politics and policy‐making: the legitimacy crisis that may have emerged from more autonomous political leaders, which combines with the decline in the conventional measures of local political participation; the lack of complementary institutional resources to assist the performance of the enhanced executive function; and the emergence of a new north‐south divide in governing styles.Cet article général expose les grands thèmes qui sous‐tendent la transformation de l'autorité politique locale, notamment les forces qui ont conduit à l'introduction de formes d'exécutif local plus puissantes, comme l'élection des maires au suffrage direct. Après avoir expliqué le rôle d'une autorité politique locale dans un contexte classique et selon plusieurs traditions ou modèles d'Europe occidentale, l'étude s'intéresse aux facteurs susceptibles de tendre vers une forme plus forte d'autorité dans le cadre pluscompliqué d'une gouvernance locale intégrant réseaux complexes, 'nouvelle culture politique', européanisation des politiques publiques et mimétisme institutionnel. Les articles proposés pour ce symposium ne confirment pas totalement ces hypothèses, révélant la sophistication des réponses et la multiplicité des contextes européens. La conclusion déduit ce qu'implique le renforcement de l'exécutif local dans la pratique et le fonctionnement actuels de la politique et du processus décisionnel locaux: crise de légitimité, éventuellement née de leaders politiques plus autonomes, combinée au déclin des dispositifs classiques de participation locale; manque de ressources institutionnelles complémentaires qui faciliteraient la mise en œuvre de la nouvelle fonction exécutive; émergence d'une scission nord‐sud dans les styles de gouvernement.
This book explores the relationship between leadership and community involvement, and discovers how making these two elements more complementary one to the other can lead to more effective as well as legitimate policy outcomes.
Servant leadership is a growing practice that calls for community leaders (politicians, clergy, andeducational centers) to be more pragmatic and lead others by serving them. Inspired by principles ofreligion, servant leadership implies that true servants make true leaders (Greenleaf, 2002, 21). Theymust be flexible in their approach and responsive to the needs of those they serve. Servant leadersmust also provide a fresh outlook based on their past experiences and contribute to society by meetingits demands in an earnest effort. Exhibiting such behavior definitely may have a positive impact onothers; thus inspiring them to do more to help others.
Modern urban governance, because of its demanding and complex environment, requires a facilitative style of local political leadership that is visible, outward looking, open, and less partisan than more established forms. This article examines the impact of new constitutional expressions of local political leadership in England since the introduction of executive forms of governance for larger municipalities in 2002. The mayoral form, though established in only a handful of municipalities, is showing signs of supporting a more facilitative leadership style compared to the more widespread council leader model. This finding may be explained by the decision‐making resources of mayors and their relationship to followers, which are, in turn, created by the institutional framing of their role by new constitutional arrangements. Political leadership is not simply a product of personality, capabilities, or contingency—although all of these factors play a part. Crucially, from the perspective of reformers, institutional design does make a difference and can encourage leadership practices of a particular style and form.
This article comes from an investigation into the identities and leadership traits of seven urban school principals committed to social justice across elementary, middle, and high school levels. These administrators believed that enacting social justice for marginalized students was instrumental in their desire to become school leaders and central to their practice. A qualitative approach combined with principles of autoethnography has guided the research methods. Findings include varied personal experiences that sound their call to leadership and three common leadership traits. These traits are arrogant humility, passionate leadership, and a tenacious commitment to social justice. The article concludes with a metaphor explaining these leaders and their connection with their social justice work.
