Article
Publication Date
September 2014
Journal/Book Title/Conference
Public Administration
Volume
92
Issue
3
Abstract
The notion that public managers influence organizational performance is common in public administration research. However, less is known about why some managers are better at influencing organizational performance than others. Furthermore, relatively few studies have systematically examined managerial influence and scholars have yet to investigate either quantitatively or systematically managerial influence in the White House. Utilizing original survey data collected from former White House officials who served in the Reagan, George H.W. Bush, and Clinton administrations, this study applies empirical public management theory to examine for the first time the key determinants that shape perceptions of chief of staff managerial influence. The findings demonstrate how several core concepts in public management theory help explain the dynamics that drive perceptions of managerial influence, thereby providing a new contribution to the literature on public management.
Included in
American Politics Commons, Cognition and Perception Commons, Industrial and Organizational Psychology Commons, Public Administration Commons
Publisher Statement
Copyright © 1999-2014 John Wiley & Sons, Inc. All Rights Reserved. See the official online version here: http://onlinelibrary.wiley.com/doi/10.1111/padm.12097/abstract