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.
Uptade from 2.03.2021: Parts of this article were subsequently used in the following publication: Pawel Swianiewicz & Anna Kurniewicz (2018): Coming out of the shadow? Studies of local governments in Central and Eastern Europe in European academic research, Local Government Studies, DOI: 10.1080/03003930.2018.1548352
The article is an analysis of the changing role and position of research on local governments in Central and Eastern Europe in the mainstream European studies. The article refers to dependency theory (Wallerstein, Prebish) applied to scientific research. It classifies Central and Eastern Europe as a half-periphery of academic research. Empirical analysis consists of two parts. The first – qualitative – is a review of the most important comparative studies of European local governments and includes discussion of the role of local governments and researchers from the Eastern part of the continent in those studies. The second – quantitative – is based on an analysis of articles published in the best international journals and citations of those articles in the Scopus database. The authors of articles on local governments in Central and Eastern Europe are divided into two groups: “locals” and “colonisers” – i.e. academics from Western universities conducting their research in Eastern Europe. The analysis covers 14 countries of Central and Eastern Europe (all the New Member States that have joined the EU since 2004 plus the Balkan countries – Albania, Macedonia and Serbia).
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.
