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Leadership has an expansive meaning because it is a field study that comprises several different dimensions such as psychology, management, organization, and politics. On the other hand, the study of leadership's role on urban development issues is still relatively scarce, especially in developing countries. The literature shows that local governments under the mayor as the highest-ranking position of municipal prioritise urban development is very much a function of socio-cultural norms and leadership styles. Therefore, mayoral leadership is vital regarding local government interventions to promote urban beautification in Indonesia. It is undeniable that leadership is a significant aspect of urban governance. Taking a case study in Surabaya, evidence shows that leadership plays important roles in urban governance, especially in facilitating and advising processes. Drawing on analysis of relevant documents, literature, and interviews with key decision-makers in Surabaya, the findings indicate that the quality of mayoral leadership has played a vital role in enhancing the beautification of urban form in Surabaya as a result of the urban design process. The mechanisms underlying this role include that the mayor has a sound understanding of the urban design and has been able to intervene to insist on good urban design as policy and has the standing to approach officials and community members on the urban beautification process. The quality of mayoral leadership has played a vital role in shaping the better urban beautification of Surabaya. A Mayor who has a wide-ranging grasp of urban design has advantages for the local government. ; Kepemimpinan memiliki arti yang sangat luas karena merupakan studi lapangan yang terdiri dari berbagai dimensi yang berbeda seperti psikologi, manajemen, organisasi dan politik. Di sisi lain, kajian tentang peran kepemimpinan dalam isu pembangunan perkotaan masih relatif langka, terutama dalam konteks negara berkembang. Literatur menunjukkan bahwa bagaimana pemerintah daerah di bawah ...

Leading Cities is a global review of the state of city leadership and urban governance today. Drawing on research into 202 cities in 100 countries, the book provides a broad, international evidence base grounded in the experiences of all types of cities. It offers a scholarly but also practical assessment of how cities are led, what challenges their leaders face, and the ways in which this leadership is increasingly connected to global affairs.

Arguing that effective leadership is not just something created by an individual, Elizabeth Rapoport, Michele Acuto and Leonora Grcheva focus on three elements of city leadership: leaders, the structures and institutions that underpin them, and the tools used to drive change. Each of these elements are examined in turn, as are the major urban policy issues that leaders confront today on the ground. The book also takes a deep dive into one particular example of tool or instrument of city leadership – the strategic urban plan.

Traditional notions of leadership have been found to be problematic in their application to people of color and women because such notions were constructed based on research that did not include people of color. Inlight of these issues, this article explores problems associated with omitting traditionally subjugated groups. The article concludes with a recommendation for those interested in leading in urban environments to explore a combination of the notions of stewardship and critical leadership. These notions provide an appropriate framework for addressing the difficult issues facing leaders called to serve and lead in urban environments.

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.

3. THE NATIONAL DEVELOPMENT PLAN AND CORRUPTION: THE SIGNIFICANCE OF INNOVATIVE LEADERSHIP: Pregala Pillay and Evangelos Mantzaris3.1 INTRODUCTION; 3.2 THE NATIONAL DEVELOPMENT PLAN ON CORRUPTION; 3.3 ORGANIZATIONAL CULTURE; 3.4 LEADERSHIP, ORGANIZATIONAL CULTURE AND THE CREATION OF INNOVATIVE CLIMATE; 3.5 THE NDP AND THE SOUTH AFRICAN CIVIL SERVICE; 3.6 THE CRUCIAL ROLE OF COLLECTIVE LEADERSHIP; 3.7 CONCLUSION; REFERENCES; 4. TRANSDISCIPLINARY RESEARCH FOR INNOVATION IN INFORMAL SETTLEMENT UPGRADING: Lorraine Amollo Ambole; 4.1 INTRODUCTION; 4.2 METHOD; 4.3 REVIEW OF RELEVANT LITERATURE.

In order for positive change to occur in schools, for there to be a healthy, supportive school climate in which a full range of opportunities for all students can be developed, nurtured, and sustained, and in which effective teaching and learning will occur, we must have outstanding school leaders-leaders who are knowledgeable and skilled in areas pertaining to curriculum and instruction, supervision and evaluation, group dynamics, motivation, communication, conflict resolution, problem-solving and decision-making, and school-community relations; who set high standards and expectations for students and staff; who inspire others to be the best they are capable of being; and who demonstrate respect for others and themselves.