Analysis Of Mayor Muriel Bowser 's Leadership Style

This process is designed with the intent to identify, encourage, measure, evaluate, improve, and reward employee performance.

The City of Bend, Oregon Government consists of approximately 500 employees across thirteen different divisions. These divisions are Police, Fire, Community Development, Public Works, etc and are all coordinated under the City Manager’s office. Bend’s government style is called a “weak mayor” form of city government, in that the citizens elect a city council, which then elects a mayor from among the council members. The city council and mayor, then hire a City Manager to run the day to day operations of the city. In doing this form of government, the City Manager is not directly accountable to the citizens and can focus on the needs of the city and its employees. At the same time, the City Council can only provide direction to the city manager and is accountable to the citizens. The city employees in this case are led by the city manager as directed by city council. The community leadership environment in this case is established by council to provide direction to the city manager.

Her imprint on Chelsea is so deep and permanent. Whether its the Chelsea Recreation Center, Elliot-Chelsea public housing, Hudson Guild, she’s done it all. She was a jack of all trades and an expert on so many issues that concerned the community. She was someone that city officials, community officials, and the city could rely on to give them an unvarnished assessment on what was important in the local neighborhood.” Said State Senator Hoylman.

Performance and development goals to be achieved by the employee based on his/her job performance and/or job knowledge during the next evaluation review

8 Adding incentives, such as increased pay after the training has been completed, provide tangible goals. 1

Enhance the company’s performance review process. Allowing employees and management the ability to develop and track career goals.

The purpose of this paper is to comprehensively compare and contrast the implementation of two types of mayor-council government systems which are that of the weak-mayor type of the mayor council system and the strong-mayor type of the mayor council system. The premise of the analysis which has been conducted in this paper is based upon assessing the local governments of two cities within the United States – Sioux Falls, South Dakota and Minneapolis, Minnesota which follow the adoption of a strong-mayor system and weak-mayor system respectively.

One way to see public administration in action is by attending a city council meeting, whether it be in an urban or rural area, public administration still has a part in each event. As Kettl (2018; p. 244) referenced in his book, there is not a civil system that would be sustainable without strong leadership. This paper will discuss the author’s description, observation, and reflection during a city council meeting.

As a leader in his capacity, the Sheriff was able to make changes and mold the organization in the manner that fit with his vision for the organization. A transformational leader should be able to provide a vision to change and organization or in this case the community and be able to do so successfully. Transactional theories of leaders must be able to successfully express and implement visions that will enable growth to organizations and individuals. “Knowledge of the structures of the structures and processes f local government is necessary for citizens and professionals to choose wisely among the ways they may govern their communities, but it is not sufficient (Box, 2014, p 134).” As a community, it is our responsibility to be aware of the changes going on and being a part of decision making within the government that they are able to participate in. “Local control means that people in communities decide their futures relatively independently, putting outside pressures in perspective and fighting against closed or elitist political systems (Box, 2014, p 135). The participation of local citizens is imperative to moving along the processes of change that individuals propose to bring forth change and bring forth

Accountability is what establishes public trust. Public administrators should expect to be held accountable for what they say and what they do. Serving the public means being transparent, not keeping secrets. Citizens expect that public administrators and organizations are working on their behalf. They expect that the employees and the organization are providing programs, products and services that are in the best interest of the communities and the individuals that the organization supports. Ethics serve as the bridge for accountability between the administration and the public. Ethical practices create an environment of trust. The trust that the public places in these organizations is the cornerstone for the building and maintaining of communities that thrive. It’s important to note that organizations are only as good as the people that are in them. The people that are in them look to their leadership as a guide for what they do and how they do it. Leaders that exhibit moral conduct, honesty, integrity and transparency will set the foundation for the organization and the employees within it and these values will even penetrate throughout the citizenry and the community. (IACP, n.d.) This will have a direct impact on potential issues, hopefully minimizing

Centrally track employee training progress and certification and education requirements, and analyze the impact the training has had on performance reviews and promotions.

Leadership is a skill that one is not born with, but is acquired through life experiences and interactions. Michelle Obama perseverance to attain a higher education, a concept foreign in her family, shows the dedication and determination a leader must have. As a leader, it is imperative that once you establish a mission or purpose, that you, as well as your team members, worked to accomplish that goal. Because of her perseverance, Michelle can be best identified as a pace setter, innovative and charismatic leader because through the various projects she undertook as her role of First Lady, she influences people through personality, inspires passion and the need to be active in one’s own community. For example, this can be seen in her role as Executive Director for the Chicago office of Public Allies where she mobilized youths and community to get active and set fundraising records for the organization that still stood 12 years after she left. Michelle influences people through her own success. Having attended Harvard Law, becoming a top attorney and later the first African American First Lady, she has influenced youths across the nation to believe that anything is possible, so long as they have faith. In accordance to the Leadership Theories, Michelle Obama can be categorized under the Authentic Leadership Approach; for these leaders, their leadership is genuine, develops over time, transparent and driven by moral values (Komives, Lucas&, McMahon). Projects such as Let’s

Similarly, Longenecker and Fink (2005) assert that the benefits derived from training are manifold, and these include; exposure to new and better practices and ideas for application, leads to reflection, self-appraisal and retrospection, motivates employees to improve performance, encourages career development planning, helps identify specific performance problems and challenges an employee to think differently, to name a few. Other benefits are a more flexible workforce, improved performance of existing employees, decreased supervision, higher skill levels and reduced learning time, thus reducing learning costs, improved organisation morale, and to ensure for succession (Molander 1989).

Putting together an effective employee training program can be a monumental task if not planned properly. There are four steps, repeating to produce a continuously better program that is best for both employer and employee. The process steps include needs assessment, design, implementation, and evaluation. Once it is evaluated, it should then show some weakness that should begin the cycle again with needs assessment and

* To examine the effect of training on the employee’s performance and achievement of organizational set goals.