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City mattersCompetitiveness, cohesion and urban governance$
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Martin Boddy and Michael Parkinson

Print publication date: 2004

Print ISBN-13: 9781861344458

Published to Policy Press Scholarship Online: March 2012

DOI: 10.1332/policypress/9781861344458.001.0001

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Leadership and partnership in urban governance: evidence from London, Bristol and Glasgow

Leadership and partnership in urban governance: evidence from London, Bristol and Glasgow

Chapter:
(p.348) (p.349) Nineteen Leadership and partnership in urban governance: evidence from London, Bristol and Glasgow
Source:
City matters
Author(s):

David Sweeting

Robin Hambleton

Chris Huxham

Murray Stewart

Siv Vangen

Publisher:
Policy Press
DOI:10.1332/policypress/9781861344458.003.0019

This chapter examines the importance of leadership and partnership in urban governance based on evidence in London, Bristol, and Glasgow in Great Britain. It explores the nature and operation of leadership, particularly in relation to partnership, an issue that is increasingly to the fore given the proliferation of partnership working in a wide range of urban initiatives. The chapter suggests that the mayoral model has the potential to provide autonomous local leadership, while the fragmented, multi-organisational model can result in weak leadership which is subservient to external policy influence and dominated by bureaucratic arrangements.

Keywords:   leadership, partnership, urban governance, London, Bristol, Glasgow, Great Britain, mayoral model, multi-organisational model

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