ABSTRACT

This introduction presents an overview of the key concepts discussed in the subsequent chapters of this book. The book describes transformational leadership, which became popular in the 1970s, emphasizes the importance of interpersonal interaction in group settings for the purpose of achieving higher levels of trust, thereby enhancing intrinsic and extrinsic motivation for all involved. Transformational leadership corresponds with approaches to innovation wherein leaders take upon themselves the responsibility of ensuring that their innovative ideas succeed, whether those ideas are part of broader reforms or represent a narrower approach to change. Change in local government structures representing the strong mayor, commission, and council-manager reforms attest to similar objectives of making government better. The chapter concludes with a discussion of the conciliated or hybrid model adopted in Cincinnati, Ohio, in 1999 and argues that a crisis in leadership, rather than poor policy choices, better explains citizens’ uncertainty regarding the adoption.