Purcell pressure

Whatever the reasons for Steven Purcell's departure as leader of Glasgow City Council (your report, 4 March), there appears to be a clear message. In the 24/7 area of modern local government, the pressure on someone in his position can be almost unbearable.

A leader of the administration has to cope with a delicate balancing act that would strain the capabilities of the most hardened corporate managers.

The need to listen to and act on the advice of both cautious officials and pioneering officials can be challenging enough. Add to this the need to cater for the needs of the party machine, an insatiable demand by constituents for attendance at meetings, the constant glare of the media, the fiscal constraints placed on councils, a laborious decision-making process.

There is limited financial reward, and perhaps Mr Purcell was too sensitive and inexperienced to handle it all. It may be too that a reluctance or inability to delegate the more glamorous tasks worked to his disadvantage.

Other senior members of the local authority may have problems handling officials and the media; they may sometimes not be articulate or astute enough to cope with the big decisions. Steven Purcell was the only Glasgow councillor with a profile high enough to be recognised by the general public. That led to his downfall, and Labour in particular must learn the lessons over the way things are handled.

TAYLOR

Shiel Court

Glenrothes