000			01866naa a2200205uu 4500
001			8464
003			OSt
005			20230918110744.0
008			021120s2005 xx ||||gr |0|| 0 eng d
100	1		_aGABRIS, Gerald T _93857
245	1	0	_aLeadership credibility, board relations, and administrative innovation at the local government level
260			_c2001
520	3		_aThis article explores the association between administrative leadership, elected board behavior, and administrative innovation at the municipal level. It is hypothesized that city administrators perceived as credible leaders will generally nurture more regenerative relationships with their respective boards -leading to higher trust, higher openness, lower risk, and higher owning. The resulting cooperative dynamic should facilitate the acceptance and perceived success of multiple administrative innovations. To test these hypotheses the authors surveyed city administrators, department heads, and elected board members, and then compared subgroup response patterns to overall group trends. While ecah subgroup varied slightly in specific areas, the dominant pattern suggests broad subgroup agreeement on most key items. Our findings suggest that leadership credibility does influence perceptions toward board behavior and managerial inovation - wich adds support to the notion that city administrators benefit from progressive leadership approaches. Board/staff cooperation does not emerge in a vacumm. It must be carefully and skillfully nurtured by professional administrators who understand effective leadership practices
700	1		_913190 _aGolembiewski, Robert T
700	1		_aIHRKE,Douglas M _917762
773	0	8	_tJournal of Public Administration _g11, 1, p. 89-108 _d, 2001 _w
942			_cS
998			_a20021120 _bCassio _cCassio
998			_a20060619 _b1118^b _cQuiteria
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c8609 _d8609
041			_aeng