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Leadership and partnership in urban governance: evidence from London, Bristol and Glasgow

David Sweeting, Robin Hambleton, Chris Huxham, Murray Stewart and Siv Vangen

in City matters

Published by Policy Press

Published in print May 2004 | ISBN: 9781861344458
Published online March 2012 | e-ISBN: 9781447301868 | DOI: http://dx.doi.org/10.1332/policypress/9781861344458.003.0019
Leadership and partnership in urban governance: evidence from London, Bristol and Glasgow

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This chapter examines the importance of leadership and partnership in urban governance based on evidence in London, Bristol, and Glasgow in Great Britain. It explores the nature and operation of leadership, particularly in relation to partnership, an issue that is increasingly to the fore given the proliferation of partnership working in a wide range of urban initiatives. The chapter suggests that the mayoral model has the potential to provide autonomous local leadership, while the fragmented, multi-organisational model can result in weak leadership which is subservient to external policy influence and dominated by bureaucratic arrangements.

Keywords: leadership; partnership; urban governance; London; Bristol; Glasgow; Great Britain; mayoral model; multi-organisational model

Chapter.  7179 words.  Illustrated.

Subjects: Urban and Rural Studies

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