Preconditions of Mayoral Leadership

Datos Bibliográficos

ID3258784
AutoresJeffrey L Pressman (Dartmouth Hospital, autor de correspondencia)
Año1972
Volumen66
Número2
Páginas511-524
Fecha de publicación1972-06-01
Peer ReviewedSí
Open AccessSí
TipoARTICLE
RevistaAmerican Political Science Review (JOURNAL)
Identificadores de la revistaISSN: 0003-0554 • E-ISSN: 1537-5943
EditorialCambridge University Press (CUP) (PUBLISHER)
DOI10.2307/1957795
OpenAlexW2086282047
IdiomaEN
Citas recibidas37
Referencias citadas8

Observers of city politics have often stated that political leadership-usually mayoral leadership-is a crucial ingredient in a city's ability to deal with its problems. And studies of successful leaders in urban systems have led to the formulation of a model of the "political entrepreneur" who is adept at accumulating political resources and pyramiding them to gain increased influence. Based on four years of observation of politics in Oakland, California, this study suggests that successful mayoral leadership and resource-pyramiding may be limited by governmental structure, the personality of the mayor, and the nature of the political system.In Oakland, fragmented institutional authority and the council-manager form of government have created obstacles for elected officials. A privately oriented, "nonpolitical" mayor has avoided publicity and has tended to underutilize, rather than pyramid, his resources. Finally, in an amorphous political system characterized by a lack of group and party activity, a mayor is denied both information and support. By examining the ways in which the performance of Oakland's mayor diverges from a model of political leadership, we can identify some of the factors that support or limit such leadership

City management · Government (linguistics · Political science · Politics · Public relations · Publicity · Law · Public Administration · Public Policy and Administration Research