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Brandice Canes-Wrone *
Princeton University
Prepared for a special collection of essays in Presidential Studies Quarterly on the Scientific
Study of the Administrative Presidency
May 2007
*
I thank David Lewis and William Minozzi for helpful conversations and comments. An earlier version
of this paper was presented in a roundtable at the 2007 Midwest Political Science Association Meetings in
Chicago.
*
Associate Professor of Politics and Public Affairs. 214 Robertson Hall; Princeton, NJ 08544.
As a field we know exceedingly little about how presidents’ public relations affect administrative
politics. For instance, when will presidents create new agencies to satisfy public concern about
an issue? When does public opinion provoke presidents to fire officials? The dearth of
scholarship on these sorts of questions is striking, particularly given the emphasis in the literature
on the increased importance of public relations to the presidency. I argue that we cannot fully
understand bureaucratic politics without considering the impact of this development, which
scholars often call the “public presidency.” Furthermore, I argue that research on the public
presidency has largely concentrated on legislative politics, which differ considerably from
administrative politics. After delineating general claims, I outline theoretical and empirical
considerations for two specific avenues of research. My hope is that these considerations will
help stimulate attention to how administrative politics are shaped by presidents’ public relations.
1
President George W. Bush has initiated several major policy reversals that involve
administrative politics. For example, in June of 2002 he gave a national address promoting the
creation of a Department of Homeland Security after having long opposed a cabinet-level office
for domestic security. This speech and the president’s subsequent actions helped create the office
with features he desired (Maltzman and Adams 2003; Canes-Wrone 2006). Four years later, only
a day after the Democrats had gained majorities in the House and Senate, Bush again abruptly
initiated a significant administrative change. This time he fired Secretary of Defense Donald
Rumsfeld despite having claimed a week before that Rumsfeld would remain in office for the
Political commentators were quick to declare that public opinion drove these policy
switches. In the case of the Department for Homeland Security, observers maintained the
decision was motivated by polling data that suggested the administration was not adequately
addressing the threat of terrorism (Balz 2002; Bettelheim and Barshay 2002). In the case of
Rumsfeld, Bush himself tried to suggest public opinion was a factor. Speaking to the press the
day after the midterm elections, Bush surmised that “Many Americans voted to register their
displeasure at the lack of progress we are making [in Iraq]" and announced that the Pentagon
needed a “fresh perspective” that would involve new leadership (Bush 2006).
One might expect scholarship to shed light on whether these incidents fit general patterns
of how public opinion affects presidents’ decisions regarding the federal bureaucracy. After all,
in recent years the literature on the administrative presidency has produced a wealth of
systematic knowledge about a range of topics, including the politicization of appointments (e.g.,
Moe 1985b; Lewis forthcoming), presidential control of the bureaucracy (e.g., Wood and
Waterman 1991; Hammond and Knott 1996; Aberbach and Rockman 2000), budgetary politics
2
(e.g., Carpenter 1996; Krause 1996), and White House centralization (e.g., Rudalevige 2002).
Yet scant attention has been paid to the ways in which a president’s public relations affect his (or
her) decisions and behavior with respect to the federal bureaucracy. A couple of studies suggest
that lower personal approval ratings increase the likelihood a president issues executive orders
(e.g., Deering and Maltzman 1999; Mayer 1999). 1 A few other studies, which I review in the
subsequent section, analyze the relationship between personal popularity and the appointments
process. Finally, Whitford and Yates (2005) find that presidents’ public statements about drug
control policy have affected the willingness of U.S. attorneys to prosecute narcotic-related cases.
In sum, we know exceedingly little about how presidents’ public relations affect
administrative politics. When will presidents create new agencies to satisfy public pressure to
“do something” about a problem? How if at all are agencies created to satisfy such public
pressure likely to differ from others? And what are the consequences of these answers for the
size and organization of the federal bureaucracy? Likewise, under what conditions, and for what
types of appointments, is public opinion likely to affect the president’s choice of nominee or the
likelihood of confirmation? And when does public opinion provoke presidents to fire officials?
The dearth of scholarship on such questions is striking, particularly given the emphasis in
the literature on the establishment of a public or plebiscitary presidency (e.g., Lowi 1985;
Skowronek 1993). Research suggests chief executives have increasingly utilized opinion polls
for a variety of purposes (e.g., Jacobs and Shapiro 1995; Geer 1996) and taken presidential-
legislative debates to the public (Kernell 2006[1986]; Tulis 1987; Edwards 2003; Canes-Wrone
2006). Also many studies indicate personal popularity increases a president’s influence with
1
Similarly, Krause and Cohen (2000) show that executive orders are more likely the worse is the state of
3
Congress (e.g., Edwards 1980, 1989; Rivers and Rose 1985; Canes-Wrone and de Marchi 2002;
It is difficult to imagine that these features of presidents’ public relations have no bearing
on administrative politics. In fact, the examples from the George W. Bush administration suggest
that we cannot fully understand the interaction between the president and bureaucracy without
considering how presidents’ public relations affect this interaction. Yet the literature on the
plebiscitary presidency has focused on legislative politics, and the effects presumably differ in
the administrative domain. For one thing, a president is more likely than Congress to be held
accountable for the performance of the bureaucracy, while Congress is viewed as a full partner,
if not more, in the legislative process (e.g., Moe 1985b). Additionally, chief executives often
have a “first-mover” advantage in the bureaucratic arena they lack in legislative politics. For
instance, they select the nominees that go before the Senate. They can create some agencies
This lack of attention to how presidents’ public relations affect administrative politics,
engenders a lot of “low-hanging fruit” regarding research questions that are ripe for systematic
attention. Rather than simply list a hodgepodge of such questions, I outline theoretical and
empirical considerations for delving into two issues: the impact of presidents’ personal
popularity on appointments, and the impact of public opinion on agency creation. My hope is
that these considerations will stimulate thought about this and other important issues regarding
4
Appointments and Presidents’ Personal Popularity
A few articles provide insight into the effects of presidential approval on the politics
surrounding appointments that require confirmation by the Senate. 2 King and Riddlesperger
(1996) show that higher approval increases the proportion of Senators voting for a nominee if
she is accused of having a conflict of interest; Nixon (2004) finds that approval does not affect
the president’s choice of nominees with respect to their ideological preferences; and Corley
(2006) shows that higher approval increases the likelihood presidents make recess appointments.
While all of these studies contribute to the literature, they leave critical issues unaddressed. King
and Riddlesperger, for instance, do not examine how approval affects the likelihood that the
Senate brings nominees to the floor or the delay between nominations and confirmation votes,
yet avoidance or delay is more likely than a failed vote (McCarty and Razaghian 1999). Nixon
only examines bureaucratic nominees that had previously served in Congress, and some claim
the Senate is likely to confirm former colleagues.3 Finally, while Corley’s finding is intriguing, it
does not fit with what we know about legislative politics, where approval aids presidents. Corley
offers some justification for the result, but does not attempt to develop a broader theory that
would explain why high approval ratings would enable recess appointments yet still make them
necessary (i.e., why Congress would not approve the nominations directly).
More generally, existing work has not developed a body of theory, either formal or
informal, of how a president’s public approval should affect the appointments game between the
2
Presidents’ approval could also affect appointments that do not require Senate confirmation, but space
5
White House and Senate. What are some key features of such theory? I first review what is
known from the literature on the public presidency, which is focused on legislative politics. I
then identify several additional issues that this literature has not addressed and that are central to
administrative politics.
legislative politics. The emphasis of this literature has been more empirical than theoretical,
although the empirical studies have, to varying degrees, developed tests on the basis of
theoretical frameworks. Two major findings emerge from this work. First, it suggests that the
effects of approval on congressional behavior should not be considered in isolation from any
effects on presidential activity; that is, the president may respond strategically to any impact that
approval has on legislative decision making. Several studies indicate that higher approval
increases presidents’ bargaining power with Congress, but that this encourages presidents to take
on more ambitious legislative programs, which in turn decreases presidential approval as well as
the likelihood of success on any particular legislative item (e.g., Ostrom and Simon 1985; Rivers
The second major finding is that the impact of popularity is conditional on political
circumstances. For example, Canes-Wrone and de Marchi (2002) theorize and provide evidence
that approval aids presidents only for issues that are publicly salient and “complex,” by which
they mean issues on which citizens have little technical knowledge (e.g., Kuklinski, Metlay and
Kay 1982). Other conditional effects are implied by work that distinguishes among legislators.
Edwards (1980) finds that presidential popularity affects Senators more than House members,
6
and Edwards (1989) suggests that the effects are limited to legislators who are not core
supporters or opponents of the president. Bond and Fleisher (1990) also find that the impact
depends on the preferences of the legislator; in particular, the impact is significantly positive
only for fellow partisans who are “cross-pressured” in the sense of being ideologically
incongruent with the heart of the party (i.e., a conservative Democrat or liberal Republican). 4
These findings from the literature on legislative politics have several implications for
developing theory on how presidential approval affects the appointments process. The studies on
differences across legislators suggest that preference divergence between the president and
Senators may affect the impact of approval. For instance, when preferences are already highly
convergent, approval may have a trivial effect because in this case the president will have little
difficulty securing the confirmation of his preferred nominees regardless of personal popularity.
A body of theory should therefore allow for the possibility of such effects (without, of course,
simply assuming what these effects are). 5 Likewise, the research on issue salience and
complexity indicates that these factors should be incorporated into theory. Finally, it would be
4
Some empirical studies indicate that approval has no effect. However, most of these studies utilize
specifications that do not account for strategic presidential behavior or allow for conditional effects of
popularity. Others examine different components of the politics of popularity. For instance, Cohen et al.
(2000) show that Senators’ voting is not affected by state-level presidential approval.
5
Correspondingly, partisan differences between the president and Senate may affect the impact of
personal approval on appointments. Because presidents are held more responsible than Congress for the
functioning of the bureaucracy (Moe 1985b) and because partisan tides affect members’ electoral
performance (e.g., Jacobson 1989), members of the out-party (the party not in the White House) arguably
have incentives for the president to face difficulties in managing the bureaucracy.
7
whatever effect approval has on congressional behavior. If, for instance, higher approval
encouraged presidents to base nominations more on patronage than relevant experience, the
likelihood of Congress supporting nominations might not change even though the type of
additional considerations about administrative politics seem especially worthy of mention. First,
we need theory that accounts for the important role of delay in the confirmation process
(McCarty and Razaghian 1999). A president’s personal approval may not only affect the
probability of confirmation or choice of nominee, but also the delay between the time of a
nomination and a vote for confirmation. With legislation, delay is less critical because
legislation remains law once the president leaves office (unless struck down by subsequent
legislation or the Supreme Court). With appointments, however, the president faces a more
limited time-span in which congressional endorsement is useful; e.g., if a position remains open
for a year, then the president loses twenty-five percent of the period during which that position
Second, we need theory that considers the use of patronage--whereby appointments are
made primarily to reward supporters and loyalists. In the wake of Hurricane Katrina, the George
W. Bush administration incurred criticism when it became public that the head of the Federal
Emergency Management Agency (FEMA), Michael Brown, had strong connections to the Bush
8
campaign (Crowley and Johnson 2005). 6 Yet Bush is hardly the only recent president to reward
major donors and campaign staffers with positions in the federal bureaucracy. Indeed, some
known to be allocated on the basis of patronage (Lewis forthcoming). The bureaucracy literature,
The existence of patronage may complicate the relationship between presidents’ approval
and the appointments process. For instance, the impact of approval may differ for nominees
whose primary qualification is donating a lot of money to the president’s campaign than ones
with substantial backgrounds in the relevant policy areas. A seemingly reasonable possibility is
that approval has a greater effect on congressional behavior for patronage-based appointments.
Congress may see little value in confirming a nominee with little policy experience, but be
willing to grant the president this courtesy when he is popular. By comparison, more qualified
nominees may hold some appeal to legislators regardless of a president’s popularity. And if this
speculation is correct, then presidents may make greater use of patronage when they are popular.
Michael Brown, for instance, was appointed Director of FEMA in January 2003, when Bush’s
6
Brown rose to Director of FEMA after serving as Deputy Director and General Counsel of the agency.
However, critics charge his initial appointment was based on patronage rather than policy-relevant
experience.
7
See Pfiffner (1996[1988]) and Burke (2000; 2004) for work that concerns the role of patronage in
presidential transitions. Also see Lewis (forthcoming) for research on the relationship between patronage
9
A final theoretical consideration further differentiates among types of nominees, in this
case on the basis of the level of appointment. McCarty and Razaghian (1999) find that senatorial
delay is more likely the lower the level of appointment. Department or agency heads are
appointed more quickly than deputy or assistant secretaries, who are appointed more quickly
than nominees for lower-tier positions. An argument consistent with these results is that the
government, and that therefore presidential approval has less influence on the confirmation
politics surrounding higher-level positions. Of course, this seemingly intuitive claim—like the
others I have put forth--is simply speculative, as I have not set forth a set of assumptions and
derived predictions. Indeed, approval could help presidents more on higher-level appointments if
the Canes-Wrone and de Marchi (2002) finding on salience applies to the politics of
appointments given that they are more salient to the public. What is needed is theory and
empirical analysis that can assess which of these and possibly other intuitive hypotheses are
correct.
Empirical Considerations
empirical strategy. I therefore want to briefly highlight two general considerations, each of which
is implied by the preceding discussion. Perhaps the most obvious is that empirical work should
not simply regress dependent variables regarding the appointments process—e.g., senatorial
behavior or the president’s choice of nominees--on presidential approval without first developing
theory about the conditions under which approval should affect that dependent variable. As
discussed above, the impact of approval may be conditional on the type of appointment, degree
10
of preference divergence between the president and Senate, or other factors. Accordingly,
specifications that ignore these sorts of interactions and conditional relationships may obscure
the important role that presidents’ popularity is playing in the process. Correspondingly, because
approval may affect not only congressional but also presidential behavior, statistical tests may
require techniques such as instrumental variables analysis, which can handle more than one
dependent variable.
some of the most innovative empirical analysis has involved producing or utilizing estimates of
ideology for sets of nominees or appointees (Moe 1985a; Snyder and Weingast 2000; Chang
2003; Nixon 2004). Needed is equally innovative data analysis that utilizes individual-level
characteristics related to the politics of patronage. For instance, there exist publicly available
data on nominees’ political contributions and biographical characteristics. Such data could shed
characteristics would be useful to the study of the administrative presidency more broadly.
Over the past few decades, numerous studies have increased our understanding of the
president’s role in agency creation. For the most part, these studies have focused on the influence
of the president versus Congress or other elite-level actors (e.g., Moe and Wilson 1994; Howell
and Lewis 2002). 9 Yet the notion that the mass public may affect agency creation via the
president’s role in the process is consistent with, and even suggested by, some of this work. For
9
See Lewis 2003 for an excellent review.
11
instance, Moe (1989) describes how Nixon’s support for establishing the Environmental
Protection Agency (EPA) and Occupational Safety and Health Administration (OSHA) derived
in a large part from popular demands for greater consumer protection. Notably, Moe also
documents how Nixon and business groups designed the agencies to be ineffective; the president
wanted to appear to be helping consumers yet design the agencies to be unproductive in practice.
Likewise, Zegart (2004) argues that presidents can have the incentive to create presidential
These studies indicate that presidential responsiveness to public opinion affects the size
and structure of the bureaucracy. Yet we know little about the types of agencies and
circumstances that are associated with such effects. Moreover, as with the topic of presidential
approval, much of what we know comes from research that is not attentive to those matters that
and “symbolic” (Cohen 1997). 10 The former refers to situations in which the president aims to
change the policy status quo; for instance, the president decides to support an increase in the
minimum wage because the public supports this action. By comparison, symbolic responsiveness
entails presidential efforts to convince the public that the White House is trying to solve certain
10
Achen (1978) points out that responsiveness, i.e., where change in public opinion induces with change
in elected representatives’ positions or actions, is not the only normatively appealing concept of
representation. Centrism and proximity, in particular, are alternatives. The literature has not found much
12
problems. The president is rewarded for “doing things” to address critical problems independent
of whether the “things” are associated with tangible policy developments. The president may not
attempt to change the status quo or may even try to move it in the opposite direction.
A good deal of recent scholarship has examined substantive responsiveness, and this
literature suggests several political circumstances that affect the degree to which presidents will
promote popular policies. 11 Various studies argue that the proximity of the next presidential
election affects first-term presidents’ incentives for responsiveness (Jacobs and Shapiro 2000;
Canes-Wrone and Shotts 2004). The type of issue also seems to have an effect. Erikson,
MacKuen, and Stimson (2002) find that presidents are responsive on issues that correspond to
the traditional left-right spectrum and Canes-Wrone and Shotts (2004) demonstrate that
responsiveness is much higher on these than on other sorts of issues. 12 Finally, several studies
indicate that presidents’ personal popularity may affect responsiveness, with presidents being
most responsive when they have average approval ratings (Canes-Wrone and Shotts 2004;
11
A difficult issue in the study of presidential responsiveness, or any sort of elite-level responsiveness for
that matter, is disentangling whether a leader’s actions would have occurred regardless of public opinion
(Page and Shapiro 1983). To various degrees the cited studies have made efforts to deal with this
challenge, and space restrictions preclude delving into the ways in which each study has or has not
high or low. Cohen (1997) and Jacobs and Shapiro (2000) argue that it is low and Erikson, MacKuen, and
Stimson (2002) that it is high. Also, Gilens (2005) suggests that responsiveness to mass opinion is largely
limited to issues on which high- and middle-income individuals hold similar views.
13
By contrast, research on symbolic responsiveness has not predicted variation according to
political circumstances. In fact, the thrust this work is that presidents, and other politicians, have
strong and pervasive incentives to appear to be working on problems that voters care about.
Cohen (1997), for instance, provides evidence that presidents devote more public attention to
issues that voters consider the “most important problem” and categorizes this behavior as
symbolic responsiveness. At the same time, Cohen finds that presidents’ policy positions are not
affected by voters’ preferences. Consistent with these claims, Edelman’s (1964) study of
symbolic politics argues that politicians devise policies to address issues of popular concern but
not promote voters’ interests. Fittingly, Edelman’s paradigmatic case is the administrative state,
which he claims gives the impression of addressing problems the public cares about but routinely
works against voters’ interests. 13 Edelman does not, however, focus on identifying when and
These studies of substantive and symbolic responsiveness offer a few guidelines for
developing a body of theory about how public opinion affects agency creation. First, theory
should incorporate the possibility that the relationship may be conditional on factors including
the electoral cycle, a president’s personal popularity, and the type of issue. Second, it will need
to distinguish between public concern about a general issue and public opinion about specific
policy goals. A president may be willing to establish an agency that addresses, say,
environmental policy if voters are concerned about the environment yet not necessarily an
13
Edelman focuses particularly on regulatory agencies. Building off of the work of his contemporaries, he
emphasizes that agencies tend to aid the very businesses they are supposed to be regulating. Edelman’s
contribution is to view this occurrence as an example of the broader phenomenon of symbolic politics.
14
agency that promotes the sort of government action that the voters desire. In other words, agency
What determines whether a new agency is likely to serve substantive versus symbolic
If there is one consistent argument in recent work on administrative politics, it is that the
design of an agency has major policy implications. Factors such as the president’s control over
firing officials, whether the agency is head by a bi-partisan board or an individual, and the
location of the agency within the bureaucracy all affect the extent to which a president can
influence the agency and consequently the types of policies it will produce. Other procedural
matters--such as whether the agency must produce a cost-benefit analysis before making a rule,
whether it must respond to requests from interest groups within a specified time frame, and the
ease with which interest groups and regulated parties can sue bureaucrats--also have major
policy implications. There is a good deal of debate about the degree to which Congress, the
president, or interest groups determine agency design (e.g., McCubbins, Noll, and Weingast
1987; Moe 1989; Lewis 2003), but few if any contest that what Moe calls “bureaucratic
This research suggests that theory on agency creation should incorporate the politics of
agency design. If, for instance, the president will have a good deal of control over the structure of
a new bureaucratic entity, then his incentives to respond to public opinion—either in a purely
symbolic or substantive way—are almost certainly going to be different than if Congress and/or
interest groups will largely determine the structure. Likewise, the politics of agency design could
15
affect whether the president even has the capacity to achieve substantive responsiveness (in
terms of policy outcomes); if interest groups, Congress, and the president have wildly divergent
policy goals, then the agreed-upon design may encourage the agency to be ineffective regardless
A second and related theoretical consideration is that presidents can sometimes create
agencies unilaterally rather than through legislation. Howell and Lewis (2002, 1097) note that
presidents justify such unilateral behavior by “some combination of constitutional powers, vague
statutes, or expressed delegations of power.” As with unilateral action more generally, the limits
of this capacity are not well-defined. Still, given that agencies such as the National Security
Council and Peace Corps have originated through these means, it seems reasonable to speculate
that this capacity may affect a president’s incentives for agency creation. The possibility of
unilateral action may, for example, give presidents a particularly strong incentive to engage in
that will supposedly address a pressing public concern, and worry about the details of
Indeed, it is tempting to conjecture that most agencies have been created for symbolic
purposes. Yet we know that presidents establish agencies for reasons other than symbolic ones—
for instance, to provide information and/or to encourage workable bargains among conflicting
interests (e.g., Zegart 2004). And it seems difficult to believe that presidents always react to
public concern about a particular issue by creating an agency. What makes presidents do so in
some circumstances but not others? And when will agency creation involve substantive rather
than symbolic responsiveness to public opinion? These are the sorts of questions that theory can
help address.
16
Empirical Considerations
Empirical analysis of these sorts of questions will involve several data-related challenges. One is
the gathering of data on public concern about a variety of policy issues over time. Survey items
on public concern have traditionally taken two forms: “most important problem” questions in
which respondents list a specified number (typically one to three) of what they consider to be the
most critical problems the nation faces, and “issue importance” questions that ask respondents to
rank how important they belief a particular issue is. The most important problem series has been
asked repeatedly over time, and the standard version involves open-ended responses. Because of
these desirable features, studies of responsiveness have often utilized these data (e.g., Cohen
1997). On the other hand, issue importance questions have the advantage of enabling citizens to
specify more than a few issues as critically important. The major disadvantage is that survey
organizations have not generally asked about a large set of issues over time. However, the
recently developed Public Agendas & Citizen Engagement Survey (e.g., Shanks et al. 2005) has
particular, the degree to which an agency is likely to produce policies desired by the public.
Survey data on citizens’ issue positions are more readily available than data on public concern.
However, estimating agency preferences is far from straightforward. In recent work Clinton and
Lewis (2007) develop estimates of the liberalism of 82 executive agencies using a multirater item
response model that combines ratings from academics and policy experts with objective agency
characteristics. This sort of approach could be used to assess the degree to which an agency
17
Discussion and Conclusion
I have argued that one cannot understand administrative politics without understanding
how presidents’ public relations influence these politics. In doing so, I have employed examples
and speculative hypotheses to highlight that this subject is not only important in its own right,
but also has major implications for the size and performance of the bureaucracy. If, for instance,
presidents create some agencies simply to show that they are “doing something” to the public,
then these agencies may function far less effectively than ones designed to achieve particular
goals. Likewise, if presidents use high approval ratings to push through nominees whose primary
appointees of highly popular presidents are associated with poor bureaucratic performance.
Hopefully these sorts of potential implications, as well as the other potential implications
discussed throughout the paper, encourage at least a few readers to undertake research that would
While my focus has been on presidents’ public relations, the discussion has produced
insights that apply more generally to the study of the administrative presidency. The importance
of new theory, in particular, is something that cannot be overemphasized. This is not only
because theory can inform the structure of empirical analysis, but also due to the range of
small set of agencies or appointees due to the inherent difficulties in collecting bureaucracy-
related data. Absent any theory, such studies can boil down to information about agencies X and
Z. With theory, however, such studies provide general expectations about whether and how the
18
An additional general consideration regards the utilization of knowledge from the
literature on legislative politics. Over the past forty years, that literature has undergone the sort
of development that this set of papers is designed to provoke in the study of administrative
politics. Certainly there is much to learn from influential congressional scholarship. Yet as the
discussion of presidential approval underscored, scholars need to be attentive to the many ways
in which administrative and legislative politics differ. “Details” such as senators’ incentives to
delay votes on confirmation and presidents’ motivations to use appointments for patronage are
what make the study of bureaucracy distinct. As we move forward in developing more
politics.
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