Recognizing the importance of collaborative competencies and facilitative leadership in local government in the United States

PurposeThis article describes what department directors and chiefs of staff reported when asked about the competencies they need to be effective in addressing on-the-job challenges. The study analyzed the generated data in two different ways to both understand what participants said in their own terms and to determine whether there is a fit between participants’ responses and facilitative leadership theory.Design/methodology/approachTwenty-four semi-structured interviews were conducted with five department directors and seven chiefs of staff in a US city that had a mayor-council form of government. Responses were analyzed in two ways. Initially, coding categories were developed inductively in an effort to employ what anthropologists characterize as an emic or insider perspective. Then the data were recoded from an etic perspective using the theory of facilitative leadership as a conceptual framework.FindingsAlthough participants identified a wide variety of competencies, all participants emphasized the importance of working collaboratively with others, including the members of their teams, the elected official they worked with (and for) and constituents.Originality/valueWhile most studies of facilitative leadership have focused on mayors and city managers, i.e. those at the top of the city administration hierarchy, this study’s focus is on middle managers who are not necessarily thought of as leaders but who must in fact, exercise leadership at least at times. Another relatively unique feature of this paper is its focus on a city that employs a mayor-council form of governance, a type of governance structure that has been underdiscussed in the literature to date.