Black Mayoral Leadership: A Twenty-Year Perspective

2017 ◽  
pp. 188-195
Author(s):  
William E. Nelson
Keyword(s):  
Mayoral Leadership

Weakening the Strong Mayor: Partisan Division and Presidential Intervention in Istanbul

2021 ◽  
pp. 0160323X2110453
Author(s):  
İhsan İkizer
Keyword(s):  
Civic Engagement ◽  
Central Government ◽  
City Council ◽  
Government Agencies ◽  
Local Elections ◽  
Nationalist Movement ◽  
Central Government Agencies ◽  
Mayoral Leadership ◽  
The City ◽  
Ruling Party

Istanbul, the leading city of Turkey, is a good case for analyzing the conflictual relations of the mayor with the city council and the central government. Istanbul had been governed by the mayors from the ruling party, the Justice and Development Party ( Adalet ve Kalkınma Partisi; AKP) and its predecessor parties since 1994. In the local elections held in March 2019, which was repeated only for Istanbul after two months with a highly suspicious decision by the Supreme Election Board, the AKP lost this city. Ekrem İmamoğlu, the mayor of Istanbul, has harsh relations with the city council, which is dominated by the AKP and its alliance party, the Nationalist Movement Party ( Milliyetçi Hareket Partisi; MHP). What exacerbates this situation is the partisan intervention of the increasingly authoritarian central government that weakens the mayor's position. The mayor tries to counterbalance the power of the city council and central government agencies through livestreaming the city council meetings and attracting civic engagement on his side. This article is expected to contribute to the literature on mayoral leadership, partisan constraints to mayoral powers as well as the mayor's strategies against the authoritarian intervention of the central governments. Mayor İmamoğlu's strategies and measures adopted for overcoming the efforts of blocking his agenda by both the council and central government might inspire other mayors experiencing similar partisan constraints.

scholarly journals STRONG LEADERS? THE CHALLENGES AND PITFALLS IN MAYORAL LEADERSHIP

2010 ◽  
Vol 88 (2) ◽  
pp. 439-454 ◽  
Author(s):  
WOUTER JAN VERHEUL ◽  
LINZE SCHAAP
Keyword(s):  
Mayoral Leadership

scholarly journals LOCAL LEADERSHIP MODEL TOWARDS A RESILIENT CITY IN SEMARANG MUNICIPALITY

2017 ◽  
Vol 15 ◽  
Author(s):  
Lilin Budiati
Keyword(s):  
Education And Training ◽  
Learning Model ◽  
Leadership Education ◽  
Provincial Government ◽  
Leadership Model ◽  
Local Leadership ◽  
Central Java ◽  
Mayoral Leadership ◽  
Partnership Approach ◽  
And Training

This study assessed local leadership necessary for developing city resilience in the phase of more escalating, complicated and critical disaster phenomenon. The study departed from an assumption of the need for an effective and creative model of local leadership in order to transform risks into resilience, so that the city possesses a local capacity to develop Semarang as the resilient city. Leadership competency can be taught and trained by a leadership education and training under the Center for Education and Training of the Provincial Government of Central Java. Learning premise and practice of the leadership education and training in this study was formulated as follows: (1) Why was the leadership of Semarang Mayor unable to improve effectiveness of state internal bureaucracy towards city resilience?; (2) How was the model of local leadership necessary todevelop Semarang city resilience?; and (3) What learning model of leadership education and training was effective to educate and to train the effective and creative bureaucratic leaders? Using a case study based qualitative approach, this study resulted in as the followings: (1) the mayoral leadership concerning hazard and city resilience issues was proven effective, but was unable to improve the effectiveness of the state internal bureaucracy due to structural conflict; (2) local leadership model related to disaster and city resilience issues that can be applied to Semarang Municipality is a congruent model with public-private partnership approach; and (3) the effective learning model that can be applied to the leadership education and training is a constructivist learning model with an intuitive approach.

Sign in / Sign up

Export Citation Format

Share Document