000			01532pab a2200157 454500
008			180718b2018 xxu||||| |||| 00| 0 eng d
100			_aMitchell, David
245			_aTo monitor or intervene? City managers and the implementation of strategic initiatives
260			_c2018
300			_ap.200-217.
520			_aStrategic initiatives represent a government's response to constituent and organizational needs, but are only effective if properly implemented. In local governments with a council-manager form of government, city managers face a unique dilemma as compounding challenges of implementation often require them to step into leadership roles typically reserved for elected officials. For this qualitative study, 16 city managers and project leaders from US local governments were interviewed regarding the implementation of nine varied strategic initiatives. The responses indicate that city managers play an important dual role in implementation?first, monitoring the progress of the implementation team and the satisfaction of the stakeholder coalition; and second, choosing to intervene directly in implementation decision-making when they observe missteps by the implementers or discontent from the stakeholders. These conclusions contribute to the practice perspective of strategic management theory and a better understanding of the institutional leadership role of city managers. - Reproduced.
650			_aLocal government
650			_aCity managers
773			_aPublic Administration
909			_a117049
999			_c117043 _d117043