Leadership in Urban Governance
The Mayor of London
Bibliographic Data
| ID | 6301989 |
|---|---|
| Authors | David Sweeting (0000-0002-4173-2123, Centre for Policy Research, corresponding author) |
| Year | 2002 |
| Volume | 28 |
| Issue | 1 |
| Pages | 3-3 |
| Publication date | 2002-03-01 |
| Peer Reviewed | Yes |
| Open Access | No |
| Type | ARTICLE |
| Venue | Local Government Studies (JOURNAL) |
| Journal identifiers | ISSN: 0300-3930 • E-ISSN: 1743-9388 |
| Publisher | Informa UK Limited (PUBLISHER • GB) |
| DOI | 10.1080/714004134 |
| OpenAlex | W2034808552 |
| Language | EN |
| Citations received | 19 |
This article discusses leadership in urban governance by examining the Mayor of London. It uses a conceptual framework of four elements: the external environment to local leadership; the institutional arrangements in which leaders operate; the local environment; and the personal characteristics of leaders. It is argued that the Mayor of London is 'strong' within the Greater London Authority, but 'weak' in formal terms in the governance of London. In order to be effective in London governance, the Mayor needs to facilitate the co-operation of others in order to wield power. The area of negotiation of the leadership of the Mayor of London is broad and takes place between the Mayor and the organisations which form the governance of London
Business · Corporate governance · Economics · Management · Negotiation · Order (exchange · Political science · Power (physics · Public relations · Sociology · Law · Political and Economic history of UK and US · Public Administration · Public Policy and Administration Research
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| Unique citing works | 19 |
|---|---|
| Citations per year | 0,83 |
| Citation span | 2003 - 2025 (23) |
| Citation velocity | recent |
| Highly cited | No |
| Citation types | Neutral: 18 |