01625pab a2200193 454500008004000000100002400040245011200064260000900176300001500185520099500200650002601195700002001221700002301241773002601264908000601290909001101296999001901307952010501326180718b2014   xxu||||| |||| 00| 0 eng d  aVillalobos, Jose D.  aPublic management in political institutions, explaining perceptions of White House chief of state influence  c2014  ap.744-760.  aThe 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. - Reproduced.  aPublic administration  aCohen, David B.  aVaughan, Justin S.  aPublic Administration  aN  a106330  c106325d106325  00104070aIIPAbIIPAd2018-07-19hVolume no: 92, Issue no: 3pAR106790r2018-07-19w2018-07-19yAR