Managing competing values: Leadership styles of mayors and CEOs

John Martin, Roland Simons

Research output: Contribution to journalArticlepeer-review

12 Citations (Scopus)

Abstract

The mayor and CEO play an important complementary role in local economic and community development. As the head of the elected council the mayor has a close working relationship with the CEO of the council organisation. Each has the opportunity to influence the policy and administration functions of council. The quality of their working relationship influences the quality of local governance in their community. In this study 413 pairs of Australian mayors and CEOs responded to metaphors assessing the effectiveness of their working relationship with each other. They also completed Cameron's Management Skills Assessment Instrument. Effective working relationships are more likely to occur when their managerial style complements or is the same as the other, on Cameron and Quinn's Competing Values Framework. The implications for CEOs are discussed along with strategies for enhancing the working relationship with their mayor.

Original languageEnglish
Pages (from-to)65-75
Number of pages11
JournalAustralian Journal of Public Administration
Volume61
Issue number3
DOIs
Publication statusPublished - Sept 2002
Externally publishedYes

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