Capacity to Lead: The Future of Urban Management

Abstract

The issues and problems facing local governments over the next 20 years are complex. Understanding and solving these problems will require specialized roles and skills not common among urban management today. Managers of the future must have the capacity to broker, negotiated, and lead unobtrusively. To achieve this, administrators and elected officials should engage in joint training and problem solving, support groups should be developed and nurtured, and techniques for rigorous and thorough recruitment of managers should be utilized.

Notes

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4 James MacGregor Burns, Leadership (New York: Harper & Row. 1978).

5 Mark E. Keane. “The Crumbling Consensus or the Politics of the Shrinking Pie.”Public Management, August 1978. pp. 2–5.

6 Leonard R. Sayles. Leadership: What Effective Managers Really Do … And How They Do It (New York: McGraw-Hill. 1970).

7 Donald C. Stone. “Feasibility of Preparing Instructional Materials for Education and Development of More Capable and Innovative Public Executives and Managers.” The National Science Foundation. June. 1980.

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9 Kenneth Kraemer. Policy Analysis in Local Government: A Systems Approach to Decision Making (Washington. D.C.: International City Management Association. 1973).

10 Public Management. Administrators and Police Chiefs (special issue). July. 1974.