000			01508pab a2200181 454500
008			180718b2014 xxu||||| |||| 00| 0 eng d
100			_aVillalobos, Jose D.
245			_aPublic management in political institutions, explaining perceptions of White House chief of state influence
260			_c2014
300			_ap.744-760.
520			_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.
650			_aPublic administration
700			_aCohen, David B.
700			_aVaughan, Justin S.
773			_aPublic Administration
908			_aN
909			_a106330
999			_c106325 _d106325