Eisenhower as Party Leader

Cotter, Cornelius P.

doi:10.2307/2149418

Cited by 17 publications

(10 citation statements)

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“…He accepted the federal role in reducing poverty, supplying health and education, and supporting economic growth and markets (Eisenhower, 1958, pp. 1102–1103; see also Cotter, 1983, p. 257). Eisenhower was given this opportunity by winning the Republican nomination and the election, even given his lack of clear party affiliation.…”

Section: Eisenhower Creates Hewmentioning

confidence: 98%

Presidential Reorganization and the Politics of Public Agencies

Whitford

2020

Administration & Society

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Modern American public welfare agencies are the results of the continual reorganization of multiple agencies, departments, and programs. I develop four themes about the micro-foundations of reorganization in this article to illustrate how politics intersect with agency structure and the reshaping of the national bureaucracy. The empirical part of this article examines President Dwight D. Eisenhower’s assembling of a national health, education, and public welfare agency. The creation of the Department of Health, Education, and Welfare (HEW) in 1953 represents a critical juncture in that evolutionary process.

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Section: Eisenhower Creates Hewmentioning

confidence: 98%

Presidential Reorganization and the Politics of Public Agencies

Whitford

2020

Administration & Society

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“…5Another view of Eisenhower as party leader is found in studies by Cotter (1983) and Greenstein (1 982). While Cotter admits that Eisenhower presented himself publicly as "not very much of a partisan," the case can be made that "he wished to improve the national party organization and modernize the attitudes of party activists ..." (1983,255,283).…”

Section: Transfer Of Political Functions 43mentioning

confidence: 99%

The Transfer of Political Functions From the National Party Committees to the White House: From Eisenhower to Nixon

Thompson

Brown

1997

Southeastern Political Review

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During the New Deal and succeeding administrations national power and authority became increasingly more centralized in the White House and Executive Office of the President. As this institutionalized presidency emerged, increasing numbers of political functions were centralized in the expanding office of the president. This paper examines the changing structural relationship between the White House and the national party with particular emphasis on the distribution of patronage appointments and staffing the executive branch. The period of analysis begins with the Eisenhower administration and concludes with the Nixon presidency. The authors note that although subsequent administrations may demonstrate the unintended effects of this concentration of authority, it is unlikely that it will be willfully reversed.

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“…Though each president inherited an increasingly capable party organization, each discovered numerous organizational problems worthy of redress. Eisenhower, for example, inherited a party organization that had changed from a “skeletal operation of episodic significance” into a “well‐staffed organization with budget and program, operating 12 months in the year” (Cotter , 265), but it operated more like a think tank—most adept at supplying congressmen with policy research—than a reliable electoral resource for an ambitious president. The party organization inherited by Nixon was far more organizationally adept than the one inherited by Eisenhower, but Nixon was continually frustrated by what he perceived to be its inadequate responsiveness to the White House and deficient campaign support capacities.…”

Section: Presidents and Party Developmentmentioning

confidence: 99%

Presidents as Agents of Change

Galvin¹

2014

Pres Stud Q

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Presidents have long been seen as operating within a political environment that is intractable and highly resistant to change. Recent historical‐institutional research, however, has revealed presidents to be powerful agents of structural change. Building on this emergent literature, this article endeavors to demonstrate that Terry Moe's tripartite analytical framework—of structures, incentives, and resources—remains a helpful starting point for historically oriented scholars seeking to examine the relationship between presidential behavior and institutional change. It offers methodological suggestions for conducting historical research along these lines and illustrates the potential gains by reconsidering some recent research into the relationship between presidential action and party development. Each illustration shows that presidents, through their instrumental efforts to bring inherited party structures into closer alignment with their incentives, contributed to long‐term party developments. Rather than leave their structural environment undisturbed, as leading theories might predict, their actions reconfigured party arrangements and altered their trajectories, influencing the choices made by subsequent presidents and other political actors.

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Eisenhower as Party Leader

Cited by 17 publications

References 0 publications

Presidential Reorganization and the Politics of Public Agencies

Presidential Reorganization and the Politics of Public Agencies

The Transfer of Political Functions From the National Party Committees to the White House: From Eisenhower to Nixon

Presidents as Agents of Change

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