The leadership role of the municipal chief administrative officer

Siegel, Dina

doi:10.1111/j.1754-7121.2010.00122.x

Cited by 18 publications

(30 citation statements)

References 12 publications

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“…Studying the transformation in the local level interaction reveals a trend where the traditional roles of the dualistic local level leaders intermingle. This is in line with the idea of the political bureaucrat presented by Siegel (2010). It is required that politicians have more and more substance knowledge while the municipal CEO is changing from a task-oriented manager, or a classical bureaucrat, to a relationship-oriented leader or political bureaucrat.…”

Section: Explosion Of Interaction Needs and Emergence Of Instant Intesupporting

confidence: 58%

“…334-335) point out, the spaces for public leaders are created at the interface between boundaries of the public and the private, politics and administration, the citizen and delivery, and thus leadership is essentially about "communicating strategically". Siegel (2010) analyzed the role of the municipal chief administrative officer (CAO) in a context that shares many useful elements with our approach. The municipal civil servant, as many other managers, must lead in three directions (Mintzberg, 1997;Siegel, 2010).…”

Section: Local Leadership As Interaction In Governance Relationsmentioning

confidence: 99%

“…Siegel (2010) analyzed the role of the municipal chief administrative officer (CAO) in a context that shares many useful elements with our approach. The municipal civil servant, as many other managers, must lead in three directions (Mintzberg, 1997;Siegel, 2010). The traditional leading down refers to relations with subordinates in the organization.…”

Section: Local Leadership As Interaction In Governance Relationsmentioning

confidence: 99%

See 2 more Smart Citations

Transformation of Local Leadership— Narratives on changed Interaction

Haveri¹,

Airaksinen²,

Paananen³

2015

OJL

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This article investigates the transformation of local government leadership as a change in interaction. Traditional interaction patterns are challenged by the increasing complexity of governance relations. The empirical analysis is based on biographical narratives of very experienced (born in 1945-1950) Finnish municipal chief executive officers. The narratives form a rich set of interpretations about the changes that have occurred in the role of municipalities during the last four decades. According to the narratives, both the quantity and quality of interaction have changed markedly: interaction is needed at numerous surfaces, but the quality of interaction is undergoing alteration. The current trend of instant interaction requires more situational awareness, social skills and quicker responses.

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Section: Explosion Of Interaction Needs and Emergence Of Instant Intesupporting

confidence: 58%

Section: Local Leadership As Interaction In Governance Relationsmentioning

confidence: 99%

Section: Local Leadership As Interaction In Governance Relationsmentioning

confidence: 99%

See 1 more Smart Citation

Transformation of Local Leadership— Narratives on changed Interaction

Haveri¹,

Airaksinen²,

Paananen³

2015

OJL

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“…Additionally, Siegel () positions these dimensions and capabilities within a transformational leadership framework of ‘leading down’, ‘leading out’, and ‘leading up’. Leading down is ‘to integrate horizontally the diverse departments responsible for all of these activities into one corporate entity’ (Siegel : 146). Leading out is about engaging, negotiating, and facilitating positive outcomes on a range of issues with diverse internal and external actors and interests.…”

Section: The Role Of the Local Government Ceomentioning

confidence: 99%

Recruiting CEOs in Local Government: A ‘Game of Musical Chairs’?

2016

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This article focusses on leadership in local government and the attributes valued in a CEO. It draws on a series of interviews with both Mayors/Shire Presidents and incumbent CEOs undertaken as the local government sector is faced with a number of complex challenges that is expanding the traditional role and responsibilities from the regulated organisational delivery of ‘rates, roads, and rubbish’, to one that is involved in long‐term more market‐driven delivery of a diverse range of services. The analysis raises the question as to whether both political and organisational leaders have fully understood the impact of the changing sector, and the consequential type of organisational leadership required. Further, the article argues that long established formal power structures and processes of local government and specifically the apparent unencumbered power of Mayors and elected members over all aspects of CEO employment, especially recruitment, may in fact compromise leadership appointments and organisational performance.

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“…David Siegel [12] has concluded that "leadership of a Chief Administrative Officer, have a great impact to the employees as well as to the image of the mayor and his council. A Chief Administrative Officer can make a mayor or council look good or bad.…”

Section: Introductionmentioning

confidence: 99%

The Perceived Leadership Styles of Division Chiefs and Department Heads of the Local Government Unit of Cabanatuan City in the Philippines

Viernes¹,

Binuya²,

Lanorio³

et al. 2018

OALib

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Leadership styles are as old as human civilization. From the city state of polis to the modern public governance era, leadership style steers up the organization to a higher level of productivity. It breeds cooperation and motivation among employees. Leadership is essential in the organization. While leadership is different from person to person, it is affected by perception. These perceptions influence expectancies and elicit actions from subordinates. The study measures the leadership style of department heads and division chiefs using the following thematic areas: 1) formulation of organizational objectives; 2) identification of programs and projects; 3) making decisions; 4) handling complaints and issues; 5) and addressing organizational problems. The study also compared their leadership perceptions and determined whether there is significant difference in styles using the classical models of leadership, namely: 1) democratic; 2) autocratic; and 3) delegative. Majority of the respondents (28) perceived that there is no significant difference between their leadership styles.

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The leadership role of the municipal chief administrative officer

Cited by 18 publications

References 12 publications

Transformation of Local Leadership— Narratives on changed Interaction

Transformation of Local Leadership— Narratives on changed Interaction

Recruiting CEOs in Local Government: A ‘Game of Musical Chairs’?

The Perceived Leadership Styles of Division Chiefs and Department Heads of the Local Government Unit of Cabanatuan City in the Philippines

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