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Jeffrey E. Cohen demonstrates that existing research has underestimated the president's power to sway Congress. The President on Capitol Hill offers a compelling perspective on presidential-congressional relations and develops a new theory of presidential influence.

"Although presidents may have a difficult time actually leading the public and Congress, voters still desire strong leadership from their commander in chief. In Presidential Leadership in Public Opinion, Jeffrey E. Cohen argues that the perception of presidential leadership in American politics is affected not so much by what presidents accomplish but by whether voters think their president is a good leader. When assessing whether a president is a good leader, voters ask two questions: Does the president represent me and the nation? And, is the president strong? Cohen shows that presidential interactions with Congress affect voter perceptions of presidential representation and strength. These perceptions have important implications for public attitudes about American politics. They affect presidential approval ratings, the performance of candidates in presidential elections, attitudes toward Congress, and trust in government. Perceptions of presidential leadership qualities have implications not only for the presidency but also for the larger political system"..

Cover; THE PRESIDENT'S LEGISLATIVE POLICY AGENDA, 1789-2002; Title; Copyright; Contents; List of Figures; List of Tables; Introduction: Two Puzzles; PUZZLE 1: THE DIVIDED GOVERNMENT PUZZLE; PUZZLE 2: THE MODERN PRESIDENT PUZZLE; CONVENTIONAL EXPLANATIONS OF PRESIDENTIAL BEHAVIOR; CONGRESSIONAL ANTICIPATIONS AND PRESIDENTIAL AGENDA BUILDING; PLAN OF THE BOOK; ACKNOWLEDGMENTS; CHAPTER 1: The President's Legislative Policy Agenda; THE FOUNDATION OF THE PRESIDENTS LEGISLATIVE POLICY AGENDA; MULTIPLE PRESIDENTIAL POLICY AGENDAS: DEFINING THE PRESIDENTIAL LEGISLATIVE POLICY AGENDA; DEFINING AGENDAS.

The Presidency in the Era of 24-Hour News examines how changes in the news media since the golden age of television--when three major networks held a near monopoly on the news people saw in the United States--have altered the way presidents communicate with the public and garner popular support. - Publisher

Going public to gain support, especially through reliance on national addresses and the national news media, has been a central tactic for modern presidential public leadership. In Going Local: Presidential Leadership in the Post-Broadcast Age, Jeffrey E. Cohen argues that presidents have adapted their going-public activities to reflect the current realities of polarized parties and fragmented media. Going public now entails presidential targeting of their party base, interest groups, and localities. Cohen focuses on localities and offers a theory of presidential news management that is tested using several new data sets, including the first large-scale content analysis of local newspaper coverage of the president. Although the post-broadcast age presents hurdles to presidential leadership, Going Local demonstrates the effectiveness of targeted presidential appeals and provides us with a refined understanding of the nature of presidential leadership

Public expectations of the president and presidential policy-making behavior -- Presidential leadership, responsiveness, and the agenda-setting process -- The substantive content of presidential agendas -- Presidential responsiveness and policy formulation -- Presidential ideology and public opinion -- Policy legitimation and presidential responsiveness to public opinion -- Presidential policy decisions and responsiveness to public opinion I : Eisenhower, Kennedy, and Nixon -- Presidential policy decisions and responsiveness to public opinion II : Reagan, Bush, and Clinton -- Conclusions

The Presidency in the Era of 24-Hour News examines how changes in the news media since the golden age of television--when three major networks held a near monopoly on the news people saw in the United States--have altered the way presidents communicate with the public and garner popular support. - Publisher.

A growing literature examines the motivations and outcomes of high‐level public diplomacy, the international visits of top‐level leaders. That literature looks primarily at the impact of visits from major leaders, like U.S. presidents, on their approval from voters in the host country. This article asks, instead, whether visits to and from the United States can affect the approval of the foreign leader among their voters back home. Using monthly data from the Executive Approval Project for 32 nations from 1991 to 2020, results suggest that foreign leader travel to the United States improves their approval, but neither presidential nor secretary of state visits impact foreign leader approval.