000			01699nam a22001577a 4500
999			_c521902 _d521902
008			230301b ||||| |||| 00| 0 eng d
100			_aTorfinga, J., Bentzen, T.O. and Winsvold, M.S. _937832
245			_aHow institutional designs condition perceived local political leadership
260			_aLocal Government Studies
300			_a48(3), Jun, 2022: p.341-366
520			_aThis article aims to test whether local governments can enhance the elected councillors’ perceived political leadership by changing the institutional design that conditions their ability to define problems that call for collective action, design policy solutions and mobilise support for their implementation. The study draws on new research on political leadership and institutional design and data from surveys conducted in Denmark and Norway. The analytical framework distinguishes between four different but overlapping institutional design strategies, and the main finding is that institutional designs aiming to enhance executive, collective or distributive political leadership are associated with an increase in perceived political leadership, whereas – surprisingly – institutional designs aiming to enhance interactive political leadership are not. Upon closer inspection, however, the impact of interactive institutional designs on political leadership seems to be conditioned on whether the power relation between politicians and administrators is balanced or unbalanced. – Reproduced
650			_aLocal councillors, Political leadership, Institutional design, Democracy, Collaborative governance. _936198
773			_aLocal Government Studies
906			_aPOLITICAL LEADERSHIP
942			_cAR