Eva Marín Hlynsdóttir – författare

The importance of local authorities in modern states continues to grow regarding service delivery and policy-making. As the role of local authorities has grown, so has the prestige and importance of the top manager positions at the local level. Traditionally, women’s advancement into these top-echelon positions has been much slower than into positions at the lower levels of local government. So how and when do women get hired into these positions? Is their career advancement similar to that of their male peers, or are there notable differences between the sexes? And are women really only hired as change agents during times of crisis? The author provides answers to these questions and more by focusing on the career advancement of Icelandic female council managers. The book draws from both comparative resources and a single case study on Iceland and provides comprehensive information on the recruitment of women into the position of council manager from the perspective of local government studies, organizational studies and gender studies. The book will help scholars, students and practitioners interested in exploring the subtle hindrances facing women’s advancement into top-echelon positions in organizations.

This book explores the development of subnational government in small states, using Iceland as a model and comparing it with small states of similar population size as well as those with larger populations. The book examines subnational government from the perspective of small state theory, providing a comprehensive overview of the basic data on subnational government for all small states with between 100,000 and 1 million inhabitants. It presents Iceland as a model for decentralization in small states, providing detailed information on the country’s organization at the subnational level, and highlighting the advantages and disadvantages of decentralizing tasks from central to subnational government. Demonstrating the difference population size makes when it comes to successfully decentralizing tasks to subnational governments, this book is intended for scholars, students and practitioners alike.

This book explores the development of subnational government in small states, using Iceland as a model and comparing it with small states of similar population size as well as those with larger populations. The book examines subnational government from the perspective of small state theory, providing a comprehensive overview of the basic data on subnational government for all small states with between 100,000 and 1 million inhabitants. It presents Iceland as a model for decentralization in small states, providing detailed information on the country’s organization at the subnational level, and highlighting the advantages and disadvantages of decentralizing tasks from central to subnational government. Demonstrating the difference population size makes when it comes to successfully decentralizing tasks to subnational governments, this book is intended for scholars, students and practitioners alike.

This book explores the development of subnational government in small states, using Iceland as a model and comparing it with small states of similar population size as well as those with larger populations. The book examines subnational government from the perspective of small state theory, providing a comprehensive overview of the basic data on subnational government for all small states with between 100,000 and 1 million inhabitants. It presents Iceland as a model for decentralization in small states, providing detailed information on the country’s organization at the subnational level, and highlighting the advantages and disadvantages of decentralizing tasks from central to subnational government. Demonstrating the difference population size makes when it comes to successfully decentralizing tasks to subnational governments, this book is intended for scholars, students and practitioners alike.

This open access book examines the roles of municipal chief executive officers in Denmark, Finland, Iceland, Norway and Sweden. Whilst it has long been recognised that local authorities in these countries are often more autonomous than most other local authorities around the world, we still lack an integrated overview of leadership in Nordic local government, and the development of its top administrative management. This book ameliorates this lack of knowledge by providing a thorough, extensive and updated assessment of the role of municipal chief executive officers in the five Nordic states, as well as their interactions and relations with internal and external actors. Comparative in nature, it will appeal to all those interested in local and urban governance, public administration, public management, and leadership studies.