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Manager-in-Chief: Applying Public Management Theory to Examine White House Chief of Staff Performance

David B. Cohen, University of Akron
Justin S. Vaughn, Cleveland State University
José D. Villalobos, University of Texas at El Paso

Article comments

Author ordering is alphabetical and does not signify division of labor. Copyright © 2013 by University of Utah and SAGE Publications. Link: http://prq.sagepub.com/content/65/4/841

Abstract

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.

Suggested Citation

David B. Cohen, Justin S. Vaughn, and José D. Villalobos. "Manager-in-Chief: Applying Public Management Theory to Examine White House Chief of Staff Performance" Political Research Quarterly 65.4 (2012): 841-854.
Available at: http://works.bepress.com/jdvillalobos/31