Mayors in large cities vary in their effectiveness despite similar formal powers. Declining informal power and shrinking fiscal resources limit leadership. Personal characteristics and political skills are as important as formal resources. Facilitative approaches to leadership can reduce governmental gridlock and could be more useful than additional powers except in cases where executive authority is fragmented. Improving City Managers' Leadership Gordon P. Whitaker and Kurt Jenne City managers are already typically in a position to be strong executives.
Numerous studies show that many managers also, in fact, exercise policy leadership.
The current challenges to managers' leadership come from more diverse publics, more divided councils, and more assertive mayors. The authors present the premise that, rather than seek increased formal authority, managers can better meet these challenges and lead their cities to improved performance through facilitative leadership. This would include broadening city employees' participation in decision making, encouraging city employees to be more responsive to citizen requests, and helping city employees develop both the skills and the values needed for more effective public service.