UID:
almahu_9949863581002882
Format:
1 online resource (265 pages)
Edition:
1st ed.
ISBN:
9783031600692
Series Statement:
Palgrave Studies in Sub-National Governance Series
Note:
Intro -- Preface -- Contents -- Notes on Contributors -- List of Figures -- List of Tables -- Chapter 1: The Nordic Municipal CEO -- 1.1 The Municipal CEO in the Nordic Welfare State -- 1.2 Nordic Municipalities: Spatially Bounded, Multi-task Organizations -- 1.3 The Nordic Municipal Multi-task Organization -- 1.4 Long-Term Strategic Challenges to Nordic Municipalities -- 1.5 Core Concepts and Theoretical Approaches -- 1.5.1 The Formal Political-Administrative System -- 1.6 The Nordic Municipal CEO: Previous Research and Research Questions -- 1.7 Research Design and Methodologies -- 1.8 Outline of the Book -- References -- Chapter 2: Demands, Constraints, and Choices of Nordic Municipal CEOs: A Conceptual Framework -- 2.1 Introduction: Theorizing the Nordic Municipal CEO -- 2.1.1 The Embeddedness of the MCEO Position -- 2.2 The External Environment of the Municipal CEO -- 2.2.1 The Local-National Welfare State -- 2.2.2 Governance Models -- 2.2.3 Regional Dynamics and Disparity -- 2.3 The Local Municipal Environment of the MCEO -- 2.3.1 Political-Administrative Organization -- 2.3.2 Leadership Expectations -- 2.3.3 Public Servant -- 2.3.4 Career System -- 2.4 The MCEO Position as an Embedded Demands-Constraints-Choices Model -- 2.5 Conclusion: Synthesizing the Conceptual Framework/Model -- References -- Chapter 3: The Nordic Local Government Model and the Municipal CEO -- 3.1 Introduction -- 3.2 The Nordic Local Government Context -- 3.2.1 Decentralization -- 3.2.2 Fiscal Capacity -- 3.2.3 Local Autonomy -- 3.2.4 Horizontal Power Structure -- 3.3 The Relevance of a Nordic Model of Local Government? -- References -- Chapter 4: The Danish Municipal CEO: Managing the Local Welfare State -- 4.1 The Historical and Organizational Context of the Danish MCEO -- 4.1.1 Megatrends -- 4.1.2 Local Government Reforms.
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4.1.3 New Public Management and Other Transnational Governance Models -- 4.2 The Tasks of Contemporary Danish Municipalities -- 4.3 The Municipal Political-Administrative Governance Structure Since 1970 -- 4.4 Stability and Change in the Collective Profile of MCEOs -- 4.4.1 Age and Gender of the MCEO: Stability and Very Slow Change -- 4.4.2 Education and Career Trajectories of the MCEO: Incremental but Radical Change -- 4.4.3 The Ideal Politician According to Danish MCEOs: Almost 30 Years of Stable Norms -- 4.4.4 Influence in the Danish Municipal Political-Administrative System: The Strong Mayor -- 4.4.5 The Leadership Priorities of Danish MCEOs: Stable Priorities with Two Exceptions -- 4.5 Concluding Discussion -- References -- Chapter 5: The Finnish Municipal CEO: A Strong Professional Leader in a Changing Political Environment -- 5.1 Introduction: The Fundaments of the Finnish Council Manager Model -- 5.1.1 Early Institutionalization -- 5.2 Context -- 5.2.1 External Environment: Local Government in Finland -- 5.2.2 Internal Environment: The Political-Administrative Structure -- 5.3 Who Are the Finnish MCEOs? -- 5.4 The Slow Transition of the Finnish Council-Manager Model -- 5.4.1 The Formative Phase (1927-1976) -- 5.4.2 The Uniformity Phase (1977-1994) -- 5.4.3 The Reinvention Phase (1995-2014) -- 5.4.4 Towards Parallel Leadership Models (2015-) -- 5.5 Stability and Change in Role Perceptions Between 1996 and 2019 -- 5.5.1 Perception of Actor Influence -- 5.6 Concluding Discussion -- References -- Chapter 6: Structuring the Unstructured: The Very Special Case of the Icelandic Municipal CEO -- 6.1 Introduction -- 6.2 Icelandic Local Government Structure -- 6.3 The Origin of the Icelandic Local Chief Executive Position -- 6.4 Forms of Government and Legal Foundations -- 6.5 The Collective Profile of the Modern Icelandic MCEO.
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6.6 Leadership Expectations -- 6.7 The Chief Executive Position in Hindsight -- References -- Chapter 7: The Contemporary Norwegian Municipal CEO -- 7.1 Introduction, Data, and Method -- 7.2 The Norwegian Municipal Sector: Institutional Arrangements and Changes in the Organizational Context -- 7.2.1 The Local Government Act (1992) -- 7.2.2 MCEO Duties and Relationships with the Political Leadership -- 7.3 Who Are the MCEOs: Changes in Biographies -- 7.3.1 The Increasing Number of Female MCEOs -- 7.4 Priorities of Tasks -- 7.5 Contact Patterns -- 7.6 Perceptions on Actors' Influence and the Ideal Politician -- 7.7 The Ideal Politician: MCEO Views on the Roles of Politicians -- 7.8 Perceptions of the Mayor's Work and Political Administrative Relations -- 7.8.1 Increased Influence of the MCEO? -- 7.9 Concluding Discussion -- References -- Chapter 8: Twenty-Five Years of the Swedish Municipal CEO -- 8.1 Introduction -- 8.2 Context and Historical Background -- 8.3 Background of the MCEO -- 8.4 Changing Priorities -- 8.5 Departure -- 8.6 A Stable Role in a Changing Context? -- References -- Chapter 9: The Nordic Municipal CEO Model: Stability in Change -- 9.1 Introduction -- 9.2 The Nordic MCEO Model of Embeddedness -- 9.2.1 Local-National Welfare States -- 9.2.2 Governance Model -- 9.2.3 Regional Dynamics and Disparities -- 9.2.4 Political-Administrative Organizations -- 9.2.5 Leadership Expectations -- 9.2.6 Public Servants -- 9.2.7 Career System -- 9.3 The Characterization of the Nordic Municipal Chief Executive Model -- 9.4 Conclusions -- References -- Appendix: Questionnaire for Nordic MCEOs -- Index.
Additional Edition:
Print version: Hlynsdóttir, Eva Marín Managing Nordic Local Governments Cham : Springer International Publishing AG,c2024 ISBN 9783031600685
Language:
English
Keywords:
Electronic books.
