In the last 20 years there has been a shift from local authorities to local agencies in the provision of local services. The balance of the local authority chief executive’s role has consequently shifted from administration to leadership involving networking, negotiation and 'ambassadorial' work ('local governance').

This research by Tony Travers, George Jones and June Burnham of the Greater London Group, LSE, shows chief executives have adopted a variety of attitudes and strategies to new ways of working, some embracing local leadership with enthusiasm, others administering councils in traditional ways.

Summary

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