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Leadership theorists have attempted over the years to encapsulate the mystique, the magic ingredient of what makes leadership successful into a formula or model. The most widely‐held view of leadership during the 1980s and 1990s seems to be that derived from Burns’ work in 1978, which contrasts “transforming” leadership with “transactional” leadership. To explore the relationship between gender, success as a mayor in local government leadership and Burns’ theory, New Zealand’s women mayors were interviewed about their perceptions of leadership and their responses were linked to the concept of transforming leadership. The results suggest that women mayors do judge success as a leader in terms that are closely allied to transformational rather than transactional leadership.

Purpose – This chapter offers a unique examination of the influence of a city’s electoral arrangements and political culture on the governing capacity of minority mayors. Highlighting the important roles played by institutional context in shaping the agendas and opportunities for minority mayors enriches the scholarly discussion of descriptive representation.Approach – I employ case study examinations of the three minority mayors elected from the city of Denver, Colorado, focusing prominently on current mayor Michael B. Hancock. I utilize archival data consisting of accounts from local newspaper stories, journal articles, and written recollections from the mayors themselves to evaluate how well three distinct electoral strategies—including a novel strategy, which I have termed as the issue agreement coalition model—aid mayors in advancing the interests of their shared race constituencies. I evaluate these strategies by assessing relevant policy outcomes and economic indicators.Findings – Observational comparisons lead me to conclude that across a variety of issue domains, the issue agreement coalition model provides minority mayors with the greatest capacity to advance their shared race constituencies’ interests, whereas the deracialization model provides the least.Value – This chapter is of value to students of urban politics, particularly those interested in descriptive representation. The novel electoral strategy introduced here provides scholars with a new paradigm allowing for richer evaluations of minority mayoral tenures. Additionally, the focus on the relationship between institutional context and mayoral governing capacity can aid scholars’ understanding of the unique opportunities and limitations facing minority mayors.

Purpose – The chapter examines the relationship between Black elected officials (as candidates and in office) and the media that covers them by examining how media use race when discussing these officials.Design/methodology/approach – The chapter uses a content analysis design. The basic strategy is to examine eight years’ worth of discussion in newspapers, both in Ohio and nationwide, concerning Mark Mallory as he runs for mayor of Cincinnati and then acts as mayor from 2005 to mid-2012.Findings – The chapter provides information on how the media (mainstream media and Black media) includes racial mentions when discussing Mark Mallory. The findings support my two main hypotheses: that Mark Mallory is more heavily racialized as a mayoral candidate in mainstream newspapers than he is as a sitting mayor, and that for Black newspapers, he is more heavily racialized at either stage (candidate or sitting mayor) than he is with mainstream newspapers.Research limitations/implications – Because the research only looks at one individual, the findings lack generalizability. Therefore, researchers should expand the focus to examine more Black elected officials and/or Black candidates for office.Practical and social implications – The chapter shows how discussions of race around a Black elected official may be beyond that official’s control.Originality/value – This chapter is original in showing how race can be made a part of the public media discussions of minority elected officials. The research design gives us a template for future study of the influence of race in media representations in minority politics.

Purpose – The focus of this chapter is to establish a blueprint for effective Black leadership without compromising the interests of other racial and ethnic groups. A uniform approach has not been utilized to accomplish the “dual agenda” of representing majority and minority interests simultaneously, although most of our urban cities now consist of a plurality of Black, Latino, Asian, and Caucasian voters.Design/methodology/approach – Using the city of Buffalo and Mayor Brown as a case study, a content analysis was conducted on Mayor Brown’s upcoming career in politics as well as close coverage of his election and reelection bids. A descriptive analysis was also conducted on the election of first-time Black mayors in order to identify the style of leadership that is appropriate for a particular era.Findings – Some of the findings of this research confirmed that a city’s size, its predominant racial and ethnic makeup, the city’s regional location, the era that they were elected in, their professional experience, and prior elected positions continue to be influential factors in electing Black mayors. In each era however, there was a particular style of leadership that became a necessary element in electing and reelecting a Black mayor.Research limitations/implications – While this research relied mostly on a content analysis of Mayor Brown’s leadership and first-time Black mayors, it would have been better served if an in-depth interview was conducted with Mayor Brown himself. It is imperative for research that seeks to establish a blueprint to speak to the primary agents of that office as well as community leaders for an objective perspective.Practical implications – Aspiring politicians who wish to lead their cities will need to have a consistent plan that speaks to coalition building in order to solidify a diverse base of supporters. Also important is to be able to elect more Black mayors in a particular city that has been exposed to Black mayoral leadership shortly thereafter to build upon previous accomplishments.Originality/value – This chapter fulfills the need to accomplish the “dual agenda” of representing majority and minority interests simultaneously.

Purpose – This chapter will explore how Jean Quan was elected as Oakland’s first Asian American and woman mayor and the numerous challenges to lead the city’s governing coalition. Quan sought to build a diverse coalition to run the city. She has devoted her efforts to those in greatest need as she navigates the multiracial and multidynamic politics, and build her administration as progressive, inclusive, and universal.Design – This research uses voting records, U.S. Census data, media accounts, and interviews with local participants to study the research questions for this chapter; how and why did Jean Quan get elected as Mayor, and what has been her approach to leading the city’s governing coalition?Findings – This chapter’s preliminary findings after 18 months in office are that Mayor Quan has stabilized her governing coalition and has gotten back on track to begin to achieve her campaign goals.Research limitations and future research – The major limitation of this chapter’s research is Mayor Quan has been in office only 18 months, which is a short time to study Quan’s governing coalition and whether she will sustain this coalition in the coming years. Future research is needed to study how Quan compares to recent Oakland mayors and to other Asian American local elected leaders of large cities.Impact of research – This research builds upon previous research on Asian Pacific Islander elected officials at the local level and adds to the growing body of research on minority mayors and local elected officials.Value of research – As the United States grows increasingly diverse those who govern its cities have also become more diverse in the 21st century. This research makes an important contribution to the study of a fast growing population APIs and their elected leaders.

Purpose – To examine how Black mayors in majority-White cities successfully incorporate the interests of African-Americans into their overall agenda for the city and the said effectiveness of this strategy electorally.Design/methodology/approach – Utilizing data from elite interviews and local newspaper articles, we apply the theory of targeted universalism to the governing approach of Jack Ford.Findings – Mayors of color often come into office with the dual responsibility of being an advocate for their respective racial group and a leader for the city as a whole. Jack Ford, the first African-American to be elected as mayor in Toledo, Ohio, took this challenge on gladly, but with mixed success. We find that Jack Ford used his powers as mayor to improve social conditions for Blacks in Toledo, yet also faced challenges in trying to better their economic opportunities. Moreover, he failed to parlay these particularistic efforts into a second electoral victory. In this case, a targeted universalistic policy approach to advancing Black interests had limited effectiveness. The single mayoral term of Jack Ford suggests that Black executives must walk a fine line between their (assumed or expected) racial empowerment role and their duty to advance the various interests that exist among residents of their city. Hence, we find that in order to have lasting electoral success Black mayors must be acutely aware of what is expected of them by the various constituencies they serve and govern accordingly.Research limitations/implications – Because of the chosen research approach, the research results may lack generalizability. Therefore, researchers are encouraged to test the proposed propositions further.Practical implications – The chapter includes implications for the development of an effecting Black mayoral governing strategy wherein the mayor can successfully advocate for the advancement of black interests in majority-White cities with specific policy proposals and programmatic developments.Originality/value – This chapter fulfills an identified need to study the governance of Black mayors in medium-sized cities and their representation of Black interests in the majority White municipal context.

Purpose – The African American electorate in Savannah, Georgia, has a history of being managed and manipulated, but over a period of time it reached its full potential. This electorate evolved during the leadership of a white Democratic mayor who manipulated the increased number of black registered voters as a result of the 1965 Voting Rights Act (VRA) to maintain white empowerment in a majority black city. This struggle for power proves that national reforms do not always have the immediate consequences that national leaders hoped. This chapter explores how the African American electorate persevered and took advantage of the political mistakes of others to attain its empowerment at the mayoral level. This evolution of political mobilization and empowerment would culminate with the election of the city’s first female African American mayor in 2011.Research design – We conduct a comparative analysis of election results over time.Findings – Federal intervention has been the most powerful and helpful to the African American electorate. However, while the Savannah African American electorate was managed and manipulated, such reforms were implemented in a gradual and limited manner. Hence, the rise of black mayoral power is the result of a lot of lucky political accidents due to a shrewd Democratic mayor who used the 1965 VRA to extend and maintain white empowerment in a majority African American urban city. Thus, national reforms do not always have the immediate consequences that national leaders hoped.

Philosophers and political scientists have a long history of dealing with the difficult puzzle of leadership, and how it is to be distinguished from management and administration. The purpose of this paper is to explore the question of whether the innovative role of elected executive mayor in England can be considered as leader or manager. The paper critically assesses the concept of leadership before using empirical evidence to come to conclusions about the current role of elected mayor, an office with an uncertain history and unclear future in English public sector leadership.

The paper draws from the authors’ qualitative interviews with mayors from the inception of the office to the recent past.

The study finds that elected executive mayors are both leaders and managers, but that the notion of leadership in the local public sector remains contested as the mayor is a part of a bureaucratic structure of administration which limits the exercise of leadership as outlined in the existing literature.

As central government continues to advocate the expansion of the office of mayor, not least as part of English regional devolution, the study relates to future practice and to overall understanding of just what elected mayors do.

The paper provides useful insight into the forthcoming expansion of the mayoral system into the new Combined Authorities.

The paper provides original evidence about the faltering progress of the mayoral system in the English public sector.