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Manager-In-Chief: Applying Public Management Theory To Examine White House Chief Of Staff Performance, David B. Cohen, Justin S. Vaughn, José D. Villalobos
Manager-In-Chief: Applying Public Management Theory To Examine White House Chief Of Staff Performance, David B. Cohen, Justin S. Vaughn, José D. Villalobos
José D. Villalobos
In an effort to examine the causal determinants of performance dynamics for the administrative presidency, we apply empirical public management theory to White House administration to explain managerial performance. Utilizing original survey data that measures the perceptions of former officials from the Reagan, George H.W. Bush, and Clinton administrations, we conduct quantitative analyses to determine the extent to which a chief of staff’s background, relationship with the president, and internal as well as external management approaches shape overall perceptions of White House administrative efforts. We find that managerial dimensions matter considerably when explaining the dynamics of White House organizational performance.
Agenda Setting From The Oval Office: An Experimental Examination Of Presidential Influence Over The Public Agenda, José D. Villalobos, Cigdem V. Sirin
Agenda Setting From The Oval Office: An Experimental Examination Of Presidential Influence Over The Public Agenda, José D. Villalobos, Cigdem V. Sirin
José D. Villalobos
This study employs an experimental approach to isolate and directly test the extent to which presidents can affect public perceptions of issue importance and support for policy action, taking into consideration key factors that condition such effects. Our findings provide new empirical evidence that presidents can, in fact, positively influence public opinion through agenda setting, particularly by increasing the perceptual importance of low salience foreign policy issues. However, the results also indicate that such positive effects do not translate into public support for policy action; instead, presidential appeals actually decrease support. Last, our study offers new evidence that employing bipartisan …
Where Does The Buck Stop? Applying Attribution Theory To Examine Public Appraisals Of The President, Cigdem V. Sirin, José D. Villalobos
Where Does The Buck Stop? Applying Attribution Theory To Examine Public Appraisals Of The President, Cigdem V. Sirin, José D. Villalobos
José D. Villalobos
This study applies attribution theory to examine public appraisals of the president. To date, most political science research on attribution theory has focused on domestic policy and no work has considered both domestic and foreign policy domains in tandem. To fill this gap, we formulate and experimentally test a series of hypotheses regarding the level of responsibility and credit/blame that individuals attribute to the president in both policy domains across varying policy conditions. We also consider how party compatibility affects people’s attribution judgments. Our findings provide a new contribution to the literature on political attributions, executive accountability, and public perceptions …