The vision of city development as a marketing tool used by Polish local leaders

• Autorzy: Zukiewicz P.
• Języki publikacji: EN

Abstrakty

EN

To convince the followers to express the political support, the leaders apply some specific marketing strategies. In this paper I try to show, taking into account the cases of the leaders of the largest Polish cities, whether their public declarations were more symbolic (“imitating leaders’ behavior”) or more visionary (“promising that the leader can achieve the long-term goals with his/her followers”). I am focused on the three selected issues: a) the leaders’ attempts to create the community’s identity; b) the determinants of leadership efficiency (viewed by the leaders); c) the leaders’ ability to create a pattern of leadership. The main research method used in this work is the critical discourse analysis.

Słowa kluczowe

EN

vision; city development; marketing; Poland; local leader; local governance

• Wydawca: -
• Czasopismo: Intercathedra
• Rocznik: 2013
• Tom: 29
• Numer: 4
• Opis fizyczny: p.94-100,ref.

Twórcy

autor

Zukiewicz P.

• Department of Social Sciences, Poznan University of Life Sciences, Poznan, Poland

Bibliografia

• 1. Babajanian, B. V. (2008). Local governance in post-Soviet Armenia: Leadership, local development and accountability. Communist and Post-Communist Studies, 41(3), 375–396.
• 2. Bass, B. M., & Avolio, B. J. (1993). Transformational Leadership: A Response to Critiques. In M. Chemers & R. Ayman (Eds.), Leadership Theory and Research (pp. 49–80). San Diego: Academic Press Inc.
• 3. Blondel, J. (1987). Political Leadership: Towards a General Analysis. London: Sage.
• 4. Easton, D. (1975). A Re-Assessment of the Concept of Political Support. British Journal of Political Science, 5(4), 435–457.
• 5. Gajdka, K. (2008). Jak skutecznie kreować wizerunek lokalnego lidera – na przykładzie prezydenta Katowic Piotra Uszoka. In S. Michałowski & K. Kuć-Czajowska (Eds.), Przywództwo lokalne a kształtowanie demokracji partycypacyjnej (pp. 199–212). Lublin: Wydawnictwo UMCS.
• 6. Goleman, D., Boyatzis, R., & McKee, A. (2002). Primal Leadership: Realizing the Power of Emotional Intelligence. Boston: Harvard Business School Publishing.
• 7. Hollander, E. P. (1993). Legitymacy, Power and Influence. In M. Chemers & R. Ayman (Eds.), Leadership Theory and Research (pp. 29–47). San Diego: Academic Press Inc.
• 8. Kellerman, B. (2008). Followership. How Followers Are Creating Change and Changing Leaders. Boston: Harvard Business School Press.
• 9. Luke, J. S. (1988). Managing economic development: A guide to state and local leadership strategies. San Francisco: Jossey-Bass Publishers.
• 10. Messick, D. M. (2005). On the Psychological Exchange Between Leaders and Followers. In: D. M. Messick & R. M. Kremer (Eds.), The Psychology of Leadership – New Perspectives and Research (pp. 81–96), Mahwah–London: Lawrence Erlbaum Associates.
• 11. Pawłowska, A. (2008). Modele przywództwa w miastach amerykańskich. In S. Michałowski & K. Kuć-Czajowska (Eds.), Przywództwo lokalne a kształtowanie demokracji partycypacyjnej (pp. 115–128). Lublin: Wydawnictwo UMCS.
• 12. Polner, R. (2005). America’s Mayor: The Hidden History of Rudy Giuliani’s New York. New York: Soft Skull Press.
• 13. Siegel, F. (2005). The Prince of the City: Giuliani, New York, and the Genius of American Life. San Francisco: Encounter Books.
• 14. Szklarski, B. (2006). Przywództwo symboliczne: między rządzeniem a reprezentacją, Warszaw: ISP PAN.
• 15. Tajfel, H., & Turner J. C. (1986). The social identity theory of intergroup behavior. In S. Worchel & W. G. Austin (Eds.), Psychology of Intergroup Relations (pp. 7–24), Chicago: Nelson Hall.
• 16. Wiatr, J. (2003). Polish local elites and democratic change. Communist and Post-Communist Studies, 36(3), 373–383.
• 17. Żukiewicz, P. (2011). Przywództwo polityczne. Teoria i praktyka, Warszawa: Difin.