000			01328pab a2200169 454500
008			180718b2002 xxu||||| |||| 00| 0 eng d
100			_aMartin, John
245			_aManaging competing values: leadership styles of mayors and CEOS
260			_c2002
300			_ap.65-75.
362			_aSep
520			_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.
650			_aLocal government
700			_aSimons, Roland
773			_aAustralian Journal of Public Administration
909			_a53916
999			_c53916 _d53916