The issue of political leadership is widely studied and described in the literature. It should be noted that this problem can be analyzed both at the institutional and the individual level. The institutional factors determine the way of selecting local leaders and the scope of their competence. The individual features, on the other hand, create a leadership style. Cities have a presidential system with a strong mayor. In the case of cohabitation, though, this system can be destabilized because, instead of peaceful institutional co-existence, the institutions may be in conflict. After the local elections of 2014, half of the Polish municipalities had to confront the problem of cohabitation. The aim of this paper is to present the question of local leadership in the context of cohabitation.
The article discusses political leadership in local government. Change from traditional local government to local governance requires also institutional changes and new roles played by local leaders. The notion of political leader is limited to persons having democratic legitimacy for their role played in local politics. It excludes people, who might be influential but remain outside formal democratic institutions of local government. The article distinguishes between type (which depends on formal institutional settings) and style (more dependent on personal characteristics) of leadership. The article discusses selected theoretical concepts of type and style of leadership and tries to refer them to Polish local governments. Recent Polish reforms have brought a change from the type which was close to a collective model to one closer to a strong mayor form. Analysis of four initiative in 2 Polish cities (Poznan and Ostrow Wielkopolski) allows to formulate some conclusions on citizens’ perception of actual styles of local political leadership. The largest proportion of citizens in analysed cities prefers a style which is close to consensus facilitator. But in a real behaviour of leaders, citizens see more of city boss style, which might be characterized by the implementation of an own vision with internal resources existing within local government structures. Comparison of citizens’ preferences with the perception of actual behaviour of leaders allows to compute an Expectation Gap Index. The gap is usually quite narrow in initiatives focused on the construction of broad development programmes, but it becomes wider if we turn to more concretely focused projects.
Dynamic tourism development has resulted in equally dynamic growth of tourism industry, being the major source of income. Tourism development strategies are based on different concepts of economic growth which do not answer all questions. Among them is the issue of success factors: what makes certain localities enjoy fast tourism development while other similar places have problems? Against many beliefs on the significance of natural resources, more important are cultural assets and in particular development of tourist infrastructure and products. Having this in mind one should look for success factors in quality of human resources, elites and leadership.
This paper analyses the shifts in the system of governance of Kyiv in 2008–2014 as a crucial element of the resilience capacity of the region. The consequences of the economic crisis and the ongoing security crisis demand new approaches and solutions from the city’s leadership and community. For years Kyiv suffered from poor municipal leadership and unprecedented control by the central government, which undermined the resilience of its socio-economic system in the aftermath of the global economic crisis. However, new forms of community initiatives that bring together private and non-governmental actors are becoming widespread, and are becoming critical knowledge networks that are essential for successful long-term development. Changing institutional frameworks, and the firm commitment to decentralisation proclaimed by the country’s current leadership, open new avenues for harnessing the city’s potential. The challenge is in finding ways for constructive collaboration between formal and informal leaders of the city while building a new base for sustainable and competitive economic growth.
The majority of major local actors of the city of Mielec have united in the idea of creating the Special Economic Zone (SEZ) in the 1st half of 90s. The informal coalition of representatives of various bodies and institutions quickly started to have access to institutional resources, that enabled them to control the decision-making and took over the social leadership. The young coalition managed also to gain the support from the government. Such informal deal was characterised by the most typical features for urban regime of symbolic type and develop to all actors a great mobilisation for finding new progress tendencies of the city. The strength of the coalition and the success of the regime may be measured by the first SEZ in Poland that has been created in 1995 in Mielec. The legal regulations for functioning of SEZs in Poland were developed mainly by participants of this regime having a visible stigma of local city problems.
In Western Europe, the model of local government has been changing in the previous decades: from a council-committee model to more executive-oriented ones, like the parliamentary and the presidential models. Political leadership lies at the heart of many of the recent institutional reforms of local government. An explicit aim of these reforms has been to strengthen the executive power, and to provide strong, visible and effective leadership. For example, the position of the mayor in Britain and Germany and of the board in the Netherlands has changed. The direct election of mayors is one of the ways to strengthen the political executive. Not all countries are undergoing such kind of transformation. In some of them, changes have been restricted to few municipalities. Others have been relatively immune to this international trend towards institutional reforms.
In many European countries local governments, in particular on the municipal level, search for new solutions to improve the governing process. The aim of this paper is to present an innovative model, based on the idea of New Public Governance management, which operates in the city of Tampere, situated in southern Finland. Introduced in 2007, the model is based on three main pillars – strong leadership, effective and responsible service provision, and citizen involvement in the decision-making process. The paper describes each of these elements and indicates its practical advantages and disadvantages. The analysis has been conducted on the basis of official city documents and interviews conducted with experts in Finnish local government as well as leading local politicians from Tampere. In conclusion, it is pointed out that although the Tampere model should certainly be labelled as innovative, the solutions adopted generate some difficulties. These include tensions between politicians and administrators as well as problems related to the coordination of city services and the attitude of politicians and administrators towards citizen participation.
The article discusses the differences in the mayors’ political strength in European countries and the implications of their role in horizontal power relationships for the operation of the local government scene. First, it shows how the role of the mayor is measured, taking into account various institutional settings such as the election system, the scope of competences vis-?-vis the legislative body and possibilities of recall before the end of the term of office. Second, it demonstrates how such dissimilar contexts of the mayor’s political strength impact on several selected aspects of their activity, including the propensity to be formally affiliated with a political party, perception of the mayor’s autonomy in their day-to-day management of the municipality and the possibilities to keep the mandate for several terms in a row.
