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The Determinants of U.S. City Manager’s Sense of Power

Author

Listed:
  • Tansu Demir

    (University of Texas at San Antonio)

  • Christopher G. Reddick

    (University of Texas at San Antonio)

  • Branco Ponomariov

    (University of Texas at San Antonio)

Abstract

Research on public managers’ power at the national level has investigated an extensive range of contributing factors. Studies in local governments, however, have focused more on structural characteristics of governments under which managers serve. This paper proposes and tests a more comprehensive model to explain city managers’ sense of power. Community base, political savvy, and tenure of the city managers positively affect their sense of power. However, powerful councils with high job engagement and are supported by outside groups reduce managers’ sense of power. Results show no significant relationship between administrative capacity and city manager’s sense of power.

Suggested Citation

  • Tansu Demir & Christopher G. Reddick & Branco Ponomariov, 2020. "The Determinants of U.S. City Manager’s Sense of Power," Public Organization Review, Springer, vol. 20(2), pages 231-247, June.
    • Handle: RePEc:kap:porgrv:v:20:y:2020:i:2:d:10.1007_s11115-018-00432-2
    DOI: 10.1007/s11115-018-00432-2
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    References listed on IDEAS

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    1. Seonghee Han & Vikram K. Nanda & Sabatino (Dino) Silveri, 2016. "CEO Power and Firm Performance under Pressure," Financial Management, Financial Management Association International, vol. 45(2), pages 369-400, May.
    2. Pressman, Jeffrey L., 1972. "Preconditions of Mayoral Leadership," American Political Science Review, Cambridge University Press, vol. 66(2), pages 511-524, June.
    3. Svara, James H., 1990. "Official Leadership in the City: Patterns of Conflict and Cooperation," OUP Catalogue, Oxford University Press, number 9780195057621.
    4. John Kenneth Galbraith, 1983. "The Anatomy of Power," Challenge, Taylor & Francis Journals, vol. 26(3), pages 26-33, July.
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