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dc.contributor.authorMitchell, Ann
dc.date.accessioned2021-09-10T18:09:00Z
dc.date.available2021-09-10T18:09:00Z
dc.date.issued2021-09-10
dc.date.submitted2021
dc.identifier.urihttps://viurrspace.ca/handle/10613/24505
dc.identifier.urihttp://dx.doi.org/10.25316/IR-16327
dc.description.abstractThis study attempted to understand the critical relationship between the Chief Administrative Officer (CAO) and municipal council, and further how it affects stakeholders. A review was made of the literature on local government in general, CAOs, and leadership. Qualitative research, and specifically exploring personal experience, was the best approach to understand the nature of this alliance. This research adheres to the Royal Roads University Research Ethics Policy. A broad Canada wide survey was used (866 responses), followed by narrative interviews (five CAOs and five politicians) to generate the data. The responses confirmed that the CAO/council relationship was indeed a critical one, further, that the largest contributor to the downfall of this relationship was role clarity. Through the research a systems model was developed to demonstrate the interactions between cause and effect.en_US
dc.language.isoenen_US
dc.subjectCAOen_US
dc.subjectCity Manageren_US
dc.subjectLocal Governmenten_US
dc.subjectMunicipal Councilen_US
dc.titleLocal government - enhancing the relationships between CAO and councilen_US
dc.typeThesisen_US
dc.degree.nameM.A. in Leadership
dc.degree.levelMasters
dc.degree.disciplineSchool of Leadership Studies


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