The leadership role of the municipal chief administrative officer

Datos Bibliográficos

ID9784589
AutoresDavid Siegel (0000-0002-3718-7337, Brock University, autor de correspondencia)
Año2010
Volumen53
Número2
Páginas139-161
Fecha de publicación2010-06-01
Peer ReviewedSí
Open AccessSí
TipoARTICLE
RevistaCanadian Public Administration (JOURNAL)
Identificadores de la revistaISSN: 0008-4840 • E-ISSN: 1754-7121
EditorialWiley (PUBLISHER • GB)
DOI10.1111/j.1754-7121.2010.00122.x
OpenAlexW1501900386
IdiomaEN
Citas recibidas11
Referencias citadas12

A great deal has been written about leadership, but not much of it focuses on the unique role of the municipal chief administrative officer (CAO). This article argues that the complexity of the position of municipal CAO comes about because the incumbent must lead in three different directions simultaneously: down (dealing with subordinates), out (dealing with residents' groups, media, and other governments), and up (dealing with the mayor and council). Leading in each of those directions requires a different skill set such that the effective CAO must be able to wear a variety of hats and must be able to switch those hats very quickly. The suggestion is made that we need to re‐consider the ethics and values associated with the position to update our thinking about the expectations of the position

Business · Economics · Management · Officer · Political science · Position (finance · Public relations · Set (abstract data type · Variety (cybernetics · Artificial Intelligence · Computer Science · Finance · Law · Public Administration · Public Policy and Administration Research