The goal of the present study is to determine what types of emotions are displayed by mayors in social media. Their posts at the Facebook social network were tested using sentiment analysis. The study shows that the top concern of the mayors’ agenda built on Facebook is to create their positive image of someone willing to build relationships with citizens. In their personal profile pages, mayors also favour information about specific decisions rather than more general information about events in the municipality. The most important conclusion is that the mayors use emotionally charged social media posts more often than the administrators of the city organization profiles, and that these are usually positive emotions.
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 authors consider the problem of limited supply of candidates for mayors. Since 2002, most electoral committees in Polish municipalities have only participated in the elections for municipal councils and not for the principal executive office. Between 2002 and 2010, there was also a growing share of municipalities in which only one candidate ran. The logistic regression analysis demonstrates that the electoral committees’ decision whether or not to nominate a candidate is influenced by their size (popularity), as well as the size of the municipality. If there is a dominating committee and competing incumbents, it is less probable that another candidate would run. It is evident that the well-known effect of incumbency advantage works not only during the elections but also before them (when candidates are registered).
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.
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.
The aim of the article is to present the local government in Georgia. Among post-Soviet, non-EU states, Georgia may be praised for the greatest progress in reforming local and regional authorities. It does not mean, however, that the decentralisation process is over. It has been blocked mainly by the lack of own incomes of local governments and limitations of a political nature. In order to assess the state of development of local government in Georgia, the author has made a review of legislation and an analysis of press releases, statistical data and reports of experts. He also used a case study of the former mayor of Tbilisi, Gigi Ugulava.
The paper deals with the issue of filling seats without voting in elections to councils in municipalities with up to 20,000 inhabitants. In comparison to the local elections held in 2014, the number of such cases increased by 77% in the 2018 elections. It appears that the applicable election law, in particular Article 418 § 1 (the division of municipalities into single-seat constituencies), Article 434 § 1 and 2 (the election organisation rules applicable when the number of candidates equals the number of available seats), and Article 478 § 2 (the procedure for proposing candidates for the position of municipal leader or town mayor) of the Electoral Code, combined with the conditions determining local electoral competition, may facilitate the occurrence of the phenomenon of non-competitive elections that results, among other things, in low voter turnout.
The article analyses the participation of nation-wide parties in the elections of local authorities: municipal councils and mayors. There is no empirical confirmation of the assumption that along with the democratic consolidation in Poland, political parties strengthen their presence in local governments. Between 2002 and 2018 the overall spread of national parties in local elections decreased, even though the national party system (at the parliamentary arena) was relatively consolidated. The level of political parties’ engagement in local authorities, despite the changes in the level of parties’ support, is relatively stable – and low: no more than one third of elected local officials in Poland are affiliated with political parties. Among parliamentary parties, only four: PO, PiS, PS and SLD, maintained their significant representation in local governments, but the share of power at the local level which they were able to win varied considerably. LPR and Samoobrona rapidly lost their significance after their defeat in the 2007 parliamentary elections. The “new parties” established later failed to secure representation at the local level. The analyses confirm a positive (and stable over time) relationship between the level of party politicisation of local governments and the size of the municipality.
Local referenda are a special form of direct democracy in Poland. As a result of some legal solutions and in the light of practice, now reaching back for over ten years, they must be considered as a populist and ineffective instrument. This refers primarily to the referenda on recalling local authorities such as city council and mayor, accounting for 85%-90% of all such events. The practice of local referenda in Poland embraces approximately 400 cases. During the first three terms in office of the territorial self-government (1990-2002), 347 referenda concerned recalling the communal councils. Such referenda may be initiated only by the residents of the commune. Only 37 of these referenda proved to be decisive, as their attendance turnout exceeded 30%. The effectiveness of referenda is limited mostly to small towns (up to 20 thousand residents), where the threshold turnout is usually reached.
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.
This article shows the profiles of people who hold at least the second cadence on the position of village mayor, mayor or president of the city. According to the paradigm New Public Management, the person who manages the community is often antidote on its problems, the key for its economical success and the chance of better life its inhabitants. Doubtlessly, it is connected with a charisma of the leader. What is hidden under this term? The aim of this article is to answer the question whether it is possible to show some personality features and the model of management which decide on the chance of holding the position of the mayor of community on the next cadence. The method of the studies contain the interpretation of the personality test NEO-FFI and the questionnaire concerning the model of management of the community. The results show that the people which are the managers of the community must have some level of the main personality features in fact. Only then it is possible to hold the next cadence. It relates mainly to extraversion and conscientiousness. The model of management chosen by them is of great significance too.
The subject of the paper is the participation of non-partisan candidates in local elections in Poland after 2002. The analysis of the prevalence of non-partisanship provides information on the political parties’ performance at the local level. The paper presents analyses of electoral data from the local elections held in 2002, 2006, and 2010. We have used various indicators of non-partisanship which demonstrate the performance of non-partisans in municipalities of different size, the domination of non-partisan mayors over other candidates, the strength of their clubs in councils, and the disproportions of political support between them and their committees. The results of the research show that although the share of non-partisans in local authorities is still very high, it has been gradually decreasing since 2002.
This article aims to explore residents’ preferences and perceptions of the actual styles of local political leadership in Poland over the past decades. In particular, it analyses the size of the gap between preferred and perceived leadership styles. The paper uses a classification developed by Peter John and Alistair Cole distinguishing city boss, visionary, care-taker, and consensus facilitator styles. The primary empirical material comes from a nationwide survey of residents conducted in December 2022 and surveys in a few case study cities conducted in the spring and summer of 2023. In addition, previously published results from surveys conducted using similar methods are used. The results indicate a growing preference for consensus facilitator style, assuming an inclusive style for both policy preparation and policy implementation. The size of the ‘expectations gap’ is explained by the socio-demographic characteristics of the respondents (age, education) and the size of the city. Younger and better educated respondents have a particularly high expectation that mayors should involve different stakeholders in the preparation and implementation of local policies, while at the same time being more critical in assessing the actual behaviour of local authorities.
