Chapter

Running the council or leading the community? A mayoral dichotomy

Colin Copus

in Leading the Localities

Published by Manchester University Press

Published in print May 2006 | ISBN: 9780719071867
Published online July 2012 | e-ISBN: 9781781701379 | DOI: http://dx.doi.org/10.7228/manchester/9780719071867.003.0004
Running the council or leading the community? A mayoral dichotomy

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This chapter evaluates how elected mayors face the competing pressures of both running a large public service bureaucracy that is a council and leading the local community. The tension between political responsibility for public services and a broader governing responsibility is clearly seen in the way in which mayors have formed their cabinet and allocated portfolios to cabinet members. Councillors inextricably linked their role in service provision to notions of government and representation. Local Strategic Partnerships is a formal, government-inspired institutional arrangement that is rule driven and codified and set within the broader institutional framework of the local council. Organisational leadership of the council can affect the quality of public services and the mayor's electoral chances. English mayors inhabit a system in which there are two dimensions to their positions and power.

Keywords: elected mayors; public service bureaucracy; council; local community; councillors; Local Strategic Partnerships; organisational leadership; English mayors

Chapter.  9546 words. 

Subjects: UK Politics

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