| 000 -LEADER |
|---|
| fixed length control field |
01328pab a2200169 454500 |
| 008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION |
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| fixed length control field |
180718b2002 xxu||||| |||| 00| 0 eng d |
| 100 ## - MAIN ENTRY--PERSONAL NAME |
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| Personal name |
Martin, John |
| 245 ## - TITLE STATEMENT |
|---|
| Title |
Managing competing values: leadership styles of mayors and CEOS |
| 260 ## - PUBLICATION, DISTRIBUTION, ETC. |
|---|
| Date of publication, distribution, etc. |
2002 |
| 300 ## - PHYSICAL DESCRIPTION |
|---|
| Extent |
p.65-75. |
| 362 ## - DATES OF PUBLICATION AND/OR SEQUENTIAL DESIGNATION |
|---|
| Dates of publication and/or sequential designation |
Sep |
| 520 ## - SUMMARY, ETC. |
|---|
| Summary, etc. |
The mayor and CEO play an important complementary role in local economic and community development. As the head of the elected council organisation, each has the opportunity to influence the policy and administration functions of council. The quality of their working relationship influences the quality of local governance in their community. In this study 413 pairs of Australian mayors and CEOs responded to metaphors assessing the effectiveness of their working relationship with each other. They also completed Cameron's Management Skills Assessment Instrument. Effective working relationships are more likely to occur when their managerial style complements or is the same as the other, on Cameron and Quinn's Competing Values Framework. The implications for CEOs are discussed along with strategies for enhancing the working relationship with their mayor. - Reproduced. |
| 650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM |
|---|
| Topical term or geographic name entry element |
Local government |
| 700 ## - ADDED ENTRY--PERSONAL NAME |
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| Personal name |
Simons, Roland |
| 773 ## - HOST ITEM ENTRY |
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| Main entry heading |
Australian Journal of Public Administration |
| 909 ## - |
|---|
| -- |
53916 |
