Chapter 12
THE PRESIDENCY
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The Constitutional Basis of
Presidential Power
 Delegates to Constitutional Convention
wary of unchecked power
 However, delegates knew the U.S. would
need an effective executive office
 Balance needed between tyranny and
national leadership
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Initial Conceptions of
the Presidency
 Debates about the nature of the office
wide-ranging
 Initial proposal:
 Single executive chosen by Congress
 Seven-year term; ineligible for re-election
 Final proposal incorporated concept of
checks and balances with other branches
of government
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The Powers of the President
 Article II sets forth requirements:
 U.S.-born citizen
 At least 35 years of age
 Resident of U.S. for minimum of 14 years
 Article II also sets forth duties of the
presidency
 Actual requirements rather brief and vague
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The Powers of the President
Serve as administrative head of the nation
 Act as commander in chief of the military
 Convene Congress
 Veto legislation
 Appoint various officials
 Make treaties
 Grant pardons

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The Expansion of
Presidential Power
Founders envisioned a limited role for the
president
 Over time, presidents have used formal
powers to expand influence
 Presidential definitions of “inherent” powers
have expanded reach of office
 Congress also has granted powers to the
president

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Formal Powers
 Veto power
 Use or threat of use has increased
 Reports to Congress on the state of the
union
 Used to set forth policy agenda
 Commander in chief
 Sending troops into conflict without
declaration of war by Congress
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Inherent Powers
 Based on inferences from Constitution
 Congress and the courts may not agree
 Once established, used by subsequent
presidents
 Use of executive orders now routine
 Boundaries debated since 9/11

Bush expanded powers under theory of
unitary executive
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Congressional Delegation of Power
 In some cases, Congress makes decision
to delegate powers to president
 This delegation of powers gives the
president more flexibility to address
national problems
 In other cases, Congress votes to
reassert authority
 War Powers Resolution (1973)
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The Executive Branch
Establishment
 Presidency requires large staff to carry
out duties
 White House staff
 Vice President and staff
 Cabinet Secretaries
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The Executive Office
of the President
 Key aides provide advice and control
access to president
 Chief of Staff
 National Security Advisor
 Other specialized staff, such as the Office of
Management and Budget (OMB)
 No “right way” to organize
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The Vice President
 Most important duty: to take over
presidency if needed
 25th amendment allows choice of new VP
 Traditionally not advisory
 Used for political chores
 Carter began trend of using as advisor
 Also President of Senate
 Chosen to balance ticket in some way
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Next in Line
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The Cabinet
Heads of departments in executive branch
and other key officials
 First cabinet had four departments; today
are 15
 Theoretically advisory body but does not
function as such

 Too large
 Secretaries have limited areas of expertise
 Not chosen for ability to work with president
 White House staffs and advisory groups
provide most advice
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Presidential Leadership
 Presidential influence comes from
 Assigned responsibilities
 Leadership skills
 Effective use of resources
 Political environment
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Presidential Character
 Difficult to tell how the public assesses
presidential candidates’ character
 Character matters to voters, especially
leadership, integrity, and competence
 Johnson and Viet Nam
 Nixon and Watergate
 Clinton and Monica Lewinsky
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Figure 12.1
A Presidential Wish List
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The President’s Power to Persuade


Presidents must have interpersonal and practical
political skills
 Must depend on others to get things done
 Use force of personality and prestige of office to
affect outcomes in Congress
Neustadt believes successful presidents are good at
bargaining, dealing with adversaries, and choosing
priorities
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The President and the Public
 Popular presidents more persuasive than
unpopular ones
 Presidents frequently try to mobilize
public support for proposals
 “Going public”
 Must monitor public opinion polls
 “Honeymoon period”
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Figure 12.2
Tough First Year
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The President and the Public
 President Obama has struggled with
falling approval ratings
 Had to put health care reform aside to deal
with banking crisis and recession
 Later tried to rally public behind health care
proposals
 Passage of health care bill, unemployment,
and continuing recession contributed to low
approval ratings
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The President and the Public

Presidential concern with public opinion is
way to further majoritarian democracy
 Presidents should respond to public opinion as
well as try to lead it
 Strategy of courting public opinion has risks
Many variables affect a president’s influence
 Must realize all issues are not created equal
in mind of public

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Compared with What?
Hatoyama Goes Down
Election due to public dissatisfaction with
Liberal Democratic Party’s handling of
economy
 Started with approval rating of 79%

 Dropped 30 points in four months
 After six months, approval rating around 33%

Decline related to campaign finance scandal,
indecision about relocation of U.S. air base on
Okinawa, and the economy
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Partisans in Congress

Greatest success in Congress immediately
after inauguration
 Success measured by how often president wins
on roll call votes where he has taken clear
position
Good predictor is number of fellow partisans
in Congress
 Divided government may or may not cause
gridlock

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Figure 12.3
Congress: Friend or Foe?
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Elections

President must please many constituencies
while trying to do what is best for the
country as a whole
 Dilemma of majoritarianism versus pluralism
To get elected, presidents must please some
constituencies more than others
 After election, may want to claim electoral
mandate regarding campaign platform
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Political Party System
 Presidential leadership shaped by
president’s relationship to dominant
political party
 Presidents elected in critical elections
have more favorable conditions for
exerting strong leadership
 Weakest presidents constrained by
affiliation with political party perceived
as standing for worn-out ideas
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The President as National Leader:
Political Values
 Presidents differ greatly in views of the
role of government
 Johnson’s strong liberal ideology basis
for Great Society legislation designed to
advance a “just” America
 Reagan reasserted conservative
philosophy, promoting reductions in
government services
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Different Visions
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The President as National Leader:
Policy Agenda
 Roots of policy proposals found in
general political ideology of president
 Newly-elected presidents must choose
what policies to push for in Congress
 President’s role in legislative leadership
began in 20th century
 Budget and Accounting Act of 1921
 Franklin D. Roosevelt’s presidency
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Chief Lobbyist
While president may propose a bill, Congress
must decide what to do with it
 President’s legislative liaison staff work with
White House liaison staff to monitor
progress of a bill

 President may modify proposal or use armtwisting to ensure passage
 Must also work with interest groups to build
support and activate public opinion
 May use threat of veto to increase bargaining
leverage with Congress
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Party Leader
 An informal duty of the presidency
 President and congressional leaders may
have differing viewpoints
 Increasingly partisan Congress means
presidents focus more on party
leadership than in bridging differences
between parties
 President also chief party fundraiser
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The President as World Leader
 President must be ready to act as
diplomat and crisis manager
 From WWII to 1980s, presidents tried to
contain Communist expansion
 Today’s presidents have three objectives:
 National security
 Fostering peaceful international
environment
 Protection of U.S. economic interests
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Crisis Management
 Critical part of the presidency
 Voters want president who projects
image of careful judgment during an
international crisis
 Kennedy’s handling of Cuban missile
crisis a model
 Presidents inherit legacy of
predecessor’s actions in the world
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Crisis in Camelot
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International Support for
the War on Terror
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Guidelines for Presidential
Crisis Management
Draw on advice from a range of advisors and
opinions
 Do not act in unnecessary haste
 Have a well-designed, formal review process
with thorough analysis and open debate
 Rigorously examine reasoning underlying all
options to ensure assumptions valid
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