Leadership in Urban Governance: The Mayor of London

Devolution as Process: Institutional Structures, State Personnel and Transport Policy in the United Kingdom

“…The process of filling in can be seen as having both structural and relational dimensions (Shaw and MacKinnon, in press) terms of the effectiveness of political leaders in generating momentum (Leach and Wilson, 2004;Sweeting, 2002). The importance of key personnel in interpreting and shaping transport devolution underlines the significance of Jessop's point that the state has no power as such, only the power of the social forces acting in and through it (Jessop, 1990).…”

“…7 The importance of this principle was emphasised by our respondents from the DfT, who stressed the need for active Relations between DfT and the GLA were particularly complex and strained, reflecting the conflict over the Public-Private Partnership mechanism for financing the modernisation of the Underground and the political hostility between the Mayor and the government (Sweeting, 2002 do. What that showed was there was a complete lack of trust between the two organisations, it was like… it was an ultimatum, you either work for us or you work for Ken, you can't do both (Transport policy advisor, London).…”

“…One key factor shaping the success of transport devolution is the role of individual ministers in terms of gaining additional resources and priority for transport and injecting dynamism and direction into the policy process. Such political leadership can be seen as particularly important in the context of devolution given the magnitude of change and the challenges of negotiating and operating the new institutional machinery for state and non-state actors alike (Rhodes et al, 2003;Sweeting, 2002). In response to a question on whether devolution has changed the dynamic between ministers and civil servants, one respondent remarked:…”

“…This resulted in the creation of a new 'strategic' authority, charged with responsibilities for transport and economic development (Sweeting, 2003). In practice, however, the introduction of this executive model of devolution meant that the background and personality of Ken Livingstone was central to the establishment and activation of the new structures (Sweeting 2002(Sweeting , 2003. 4 This created early difficulties given the Labour government's opposition to his candidacy:…”

“…As well as Bob Kiley, the former Chief Executive of the New York City Metropolitan Transportation Authority, who became London's first Transport Commissioner, the Mayor appointed a "highly motivated" and highly-paid senior management team within Transport for London (TfL) (TfL official, London). This, along with the leadership provided by the Mayor and the attractions of working in London as a world city (Sweeting, 2002), helped to create a dynamic and entrepreneurial organisational culture (see Jones et al, 2005). One key factor shaping the success of transport devolution is the role of individual ministers in terms of gaining additional resources and priority for transport and injecting dynamism and direction into the policy process.…”