01277pab a2200145 454500008004000000100001700040245006800057260000900125300001300134362000800147520088800155650002101043700001901064773004801083180718b2002   xxu||||| |||| 00| 0 eng d  aMartin, John  aManaging competing values: leadership styles of mayors and CEOS  c2002  ap.65-75.  aSep  aThe 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.  aLocal government  aSimons, Roland  aAustralian Journal of Public Administration