بررسی شکل و قالب کلی تعاملات شهردار تهران

Introduction: The mayor, as the person who can be held accountable and is the first person responsible for the management of the city, plays a key role in urban management. The mayor has duties in the departments of municipal organization affairs, one of which is leadership in local government. Leadership in local activities involves the public, and this requires leaders to address local concerns with other local stakeholders. Naturally, these stakeholders are drawn from local activities and work and local communities to include other local public institutions that directly or indirectly affect the local territory. Mayoral leadership depends on gaining power and skillfully using it. Mayors are leaders who define policy positions and demonstrate a high degree of effective political leadership. They must also strive to effectively facilitate interactions and teamwork within the organization. Therefore, effective mayoral leadership and the improvement of the city management complex depend on the mayor's interactions with other city actors.
The Purpose of the Research: The main goal of this research is to examine the overall form and format that characterize the interactions of the Mayor of Tehran.
Methodology: The research approach is qualitative. This research is considered descriptive in terms of internal objectives and applied research in terms of external objectives. In the data collection stage, a semi-structured interview method was used. Participants included urban experts, mayors (current and former) of Tehran, deputy mayors of Tehran, executive managers of Tehran Municipality, districts mayors of Tehran, members of Tehran City Council (current and former), and advisors to members of Tehran City Council commissions. Participants in this research were selected based on specific purposes (using methods such as snowball sampling), and their total number was 26, determined by the point of data saturation. To examine the legal form and format of the mayor of Tehran's interactions, the analysis of relevant documents and laws was used, and to analyze the form of existing interactions based on the perspective of urban experts, the qualitative content analysis method was utilized. ATLAS. ti 9 software was also used in the data management section.
Findings and Discussion: The Mayor of Tehran's interactions are based on three levels, including interaction with senior municipal managers, interaction with the city council, and interaction with the government. In the section of laws related to interactions, problems such as legal gaps, inadequacies and defects, lack of executive guarantees for the law, and lack of transparency and details for the implementation of the law are seen. The form and format of the mayor's intra-organizational interactions with senior managers is generally divided into two categories of meetings. The first category is formal meetings, and the second category is informal meetings. The form and format of the mayor's intermediate interactions (with the council) is of two types. The first category is legal and formal interactions, and the second category is conditional interactions. The form and format of the mayor's external interactions (with the government) is of two types. The first category is legal and formal interactions, and the second category is conditional interactions. As a result, there is a need to amend the laws and enact new laws related to the mayor's interactions.
Conclusion: The existing forms of interactions, based on the perspective of urban experts, fall into two general categories at all three levels. The first category is the official and legal interactions of the mayor, which are formed based on custom or the text of the law of these interactions. However, several factors, including the legal problems mentioned above, cause the creation of another category of interactions. This category of interactions is conditional interactions that are carried out conditionally, that is, they are conditional on conditions. This category of interactions provides the basis for lobbying and unhealthy interactions. Which, as a result, leads to corruption in urban management. Therefore, the facilitating leadership space of the mayor of Tehran, which should be a healthy space and encourage the participation and interaction of others, has become entangled in conditional and unhealthy interactions. In fact, the mayor, who should be a strong supportive facilitating leader and encourage the interaction of others with a participatory approach, has himself become entangled in conditional lobbying, which, as a result, leads to administrative impropriety in urban management.