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In an effort to examine the causal determinants of performance dynamics for the administrative presidency, the authors apply empirical public management theory to White House administration to explain managerial performance. Utilizing original survey data that measure 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. The authors find that managerial dimensions matter considerably when explaining the dynamics of White House organizational performance. Adapted from the source document.

Discusses government leadership models such as presidential (Hamiltonian), executive/party (Jeffersonian), and executive/Congressional (Madisonian), and links them to various Clinton policies; US.

Selected official statements from US sources.

Examines how President Bill Clinton's economic policies generated a bubble economy (including stock market & housing bubbles) rooted in the Washington Consensus & are at the heart of current US economic woes. Attention is given to Clinton-era deregulation of the financial marketplace, the Federal Reserve's use of interest rates as its key policy tool, the replacement of command-&-control regulation with risk-based regulation under Clinton, & the impact of the Gramm-Leach-Bliley Financial Services Modernization Act of 1999. How the Bush administration inherited the bubble economy from Clinton is outlined, & the hypocrisies laid bare by the current market panic are identified. This Washington Consensus crisis reveals the necessity for the kind of prudent government financial regulation & reined in Federal Reserve seen in the post-WWII years. Adapted from the source document.

Analyzes President Clinton's foreign policy, focusing on the Persian Gulf region and his lack of a coherent strategy with well-defined priorities, since 1992; US. Summary in English.

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.