Politics & Government

What Kind of Leadership Can You Expect From Newly Elected Councilmembers on Nov. 5?

Candidates sum up their leadership styles at Tuesday's forum.

Of all the questions that contestants for the Nov. 5 South Pasadena City Council elections answered this past Tuesday at a candidates’ forum sponsored by the South Pasadena Chamber of Commerce, perhaps the broadest and most open-ended revolved around leadership.

“South Pasadena has a Council-Manager form of government,” Chamber President and CEO Scott Feldman, who moderated the forum in the City Council Chambers at City Hall, said to the candidates as he laid out the framework for the question to follow.

“The City Council sets policy, the City Manager, acting as CEO, implements programs through professional staff,” Feldman continued, adding: “In the past, Council persons have interpreted this arrangement differently, according to their leadership style. So, what’s your style—what can we expect from you?”

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The first candidate to take on the question was Councilmember Michael Cacciotti, a charismatic two-time former mayor who has been on the council since 2001 and who's running for reelection. Looking just a wee bit tense as Feldman beat around the bush, Cacciotti appeared to quickly get over the pressure of being the first to answer.

“A lot of motivation and inspiration,” he replied, switching gears to offer a specific example. “I move people and I start projects.”

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Next in line was Alan Reynolds, who ran unsuccessfully for the council two years ago and delivered what might be described as the most “democratic” answer in terms of leadership style: “If I don’t have the information, I’m willing to admit that I don’t know,” he began.

The sharpest response came from Councilmember Philip Putnam, who, like Cacciotti, is also running for re-election.

“This is not a question of style,” he responded, looking at Feldman. “This is a question of responsibility.”

Diana Mahmud had the last word. “Establish very clear expectations,” she said, touching on one of the core principals of what might be called the pace-setting model of leadership. “Give employees flexibility and latitude within which to accomplish those expectations.”


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