Abstract
Purpose. The problematic duality of political control in conjunction with political counter-control increase government officials' susceptibility of engaging in unethical conduct. This paper examines whether complementarity of roles between the city manager and city council promotes ethical governance. The problematic duality of political control in conjunction with political counter-control increase government officials' susceptibility of engaging in unethical conduct.Methodology. The complementarity model of governance focuses on partnership between political and administrative officials in local government as an approach to ethical governance. This study uses an explanatory sequential mixed methods design. The participant sample includes city managers of Los Angeles County operating under the council-manager system of government. The quantitative phase employs a survey while the subsequent qualitative phase consists of one-on-one interviews.Findings. Quantitative findings conclude that with a high presence complementarity of roles political control by city councilmembers decreases and ethical behavior increases. Additionally, any presence of complementarity of roles supplements political counter-control by the city manager which encourages ethical behavior. The qualitative findings conclude that the council-manager relationship is a partnership with defined roles and responsibilities. Increased ethical governance at the local level is dependent on the existing level of complementarity of roles. The relationship has evolved into a partnership formed by communication and collaboration.Recommendations. The concepts, ideas and explanations discussed in this study can be shared with county, state, and federally elected, appointed, and administrative officials to increase understanding and galvanize ethical relationships.