Managerial Innovation at the Local Level: Some Effects of Administrative Leadership and Governing Board Behavior
This article considers how perceptions of leadership credibility toward the chief administrative officer within a local government setting associate with perceptions toward innovation success and policy board behavior. The target group for this study includes local city administrators, department heads, and elected officials on respective policy boards. The authors' preliminary findings suggest that as perceptions of leadership credibility held toward the chief administrative officer increase, so do perceptions of reform success and cooperative board-staff relationships. These patterns offer insight into how city managers and administrators may wish to develop their leadership skills in the future.
local government, boards of directors, conflict management, political conflict, quality management, University administration, governance, Government relations
Gabris, Gerald T., Keenan Grenell, Douglas M. Ihrke, and James Kaatz. "Managerial innovation at the local level: Some effects of administrative leadership and governing board behavior." Public Productivity & Management Review (2000): 486-494.
Public Productivity & Management Review