Head of the Municipal Administration: Vectors of Leadership Influence

Abstract

Much has been written about leadership in the system of government; however, not enough attention has been paid to the unique role of the head of the municipal administration (HMA). This article argues that the complexity of the HMA’s position stems from the fact that the incumbent must operate in three different directions simultaneously: downward (by issuing orders to subordinates), outward (working with citizen groups, the media and other governments), and upward (working with mayor and council). Leadership in each of these areas requires a different set of skills, so an effective HMA must be able to play in different registers. 1. The difficulty with the HMA situation is that there is not the same training ground for developing those skills that exists for running an organization. Chief executive officers typically find that they need to acquire and develop these skills once they become chief executive. 2. The position of the HMA is unique because it is located in the neck, located at the center and narrowest point of the hourglass of the municipal government organization. Often, the HMA, as a technical specialist, is forced to take responsibility and play a leadership role in relation to the political leadership on any issue. As a result, this person is both a leader and a manager, bearing, akin to the biblical Job, the burden of responsibility for the state of affairs in the municipality entrusted to him. However, to whom much is given, much is asked, and not for words, but for deeds, since responsibility for their implementation is the price that the HMA pays for power.

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