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Structure and Mayoral Roles: A Research Note

Author

Listed:
  • Edward Thompson III

    (Department of Political Science, California State University-San Marcos, ethompson@mailhost1.csusm.edu)

  • David M. Brodsky

    (Department of Political Science, University of Tennessee at Chattanooga, 615 McCallie Avenue, Chattanooga, TN 37403, USA, david-brodsky@utc.edu)

Abstract

The research on urban leadership attributes the performance of mayors either to institutional factors or to individual characteristics. Taking advantage of a 'natural experiment', we assess the effects of a change from a commission to a mayor-council government on an individual who served as mayor in both. Using data from personal interviews, we compare the roles attributed to the incumbent and find the roles emphasised shifted with the change in structure. We also found that the mayor's leadership style did not change, suggesting that the change in structure accounts for the differences in reported activities.

Suggested Citation

  • Edward Thompson III & David M. Brodsky, 1997. "Structure and Mayoral Roles: A Research Note," Urban Studies, Urban Studies Journal Limited, vol. 34(11), pages 1903-1910, November.
    • Handle: RePEc:sae:urbstu:v:34:y:1997:i:11:p:1903-1910
    DOI: 10.1080/0042098975303
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    References listed on IDEAS

    as
    1. Svara, James H., 1990. "Official Leadership in the City: Patterns of Conflict and Cooperation," OUP Catalogue, Oxford University Press, number 9780195057621.
    2. Pressman, Jeffrey L., 1972. "Preconditions of Mayoral Leadership," American Political Science Review, Cambridge University Press, vol. 66(2), pages 511-524, June.
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