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Single Article

Is Political Public Administration a Threat to Legislative Supremacy?

Pages 574-591 | Published online: 18 Apr 2008
 

Abstract

The power that public administrators possess has been one of the most important concerns in the field's discourse for many decades. The widely shared acknowledgement that public administration is a powerful instrument was followed by the question of how to control that power to ensure legislative supremacy in a democratic polity. The traditional response to this question advanced three specific propositions to ensure legislative supremacy:

  1. administrative neutrality,

  2. policy leadership by elected officials,

  3. and legislative oversight.

This study first articulates and then evaluates the traditional model using survey data collected from a national sample of city managers in council-manager local governments. The results of structural equation modeling show that the traditional model provides insufficient explanation to understand the relationship between elected leadership and administrative officials. The study then discusses implications of the findings and concludes with some suggestions for future research.

Notes

7. Fox & Miller, op. cit.

10. Finer, op. cit.

11. Finer, op. cit., p. 343.

14. Wolf, P. J. Neutral and responsive competence: The Bureau of the Budget, 1939–1948 revisited. Administration & Society, 1999, 31 (1), 142–167; Bendix, R. (1962). Max Weber: An intellectual portrait. Garden City, NY: Anchor Books; Fry, B. R., Nigro, L. G. Max Weber and U.S. public administration: The administrator as the neutral servant. Journal of Management History, 1996, 2 (1), 37–46.

23. Macdonald, A. F. (1956). American city government and administration. New York: Thomas Y. Crowell Company; Pealy, D. S. The need for elected leadership. Public Administration Review, 1958, 18 (3), 214–216; Pressman, J. L. Preconditions of mayoral leadership. The American Political Science Review, 1972, 66 (2), 511–524; 79 (4), 1041–1060; Boynton, R. P., Wright, D. S. Mayor-Manager relationships in large council-manager cities: A reinterpretation. Public Administration Review, 1971, 31 (1), 28–36; Wikstrom, N. The mayor as a policy leader in council-manager form of government. Public Administration Review, 1979, 39 (3), 270–276.

27. Carrel, J. J. The city manager and his council: Sources of conflict. Public Administration Review, 1962, 22 (4), 203–208; Montjoy, R. S., Watson, D. J. A case for reinterpreted dichotomy of politics and administration as a professional standard in council-manager government. Public Administration Review, 1995, 55 (3), 231–239.

30. Ogul, M. S. (1976). Congress oversees the bureaucracy: Studies in legislative supervision. Pittsburgh: University of Pittsburgh Press; Aberbach, J. D. (1990). Keeping a watchful Eye: The politics of congressional oversight. Washington, DC: Brookings Institution; Moe, T. M. An assessment of the positive theory of congressional dominance. Legislative Studies Quarterly, 1987, 12, 475–520; Lee, M. Looking at the politics-administration dichotomy from the other direction: Participant observation by a state senator. International Journal of Public Administration, 2001, 24 (4), 363–384.

31. Ogul, op. cit., p. 11.

33. Bendix, op. cit., p. 452.

34. Bendor, J., Taylor, S., Gaalen, R. V. Bureaucratic expertise vs. legislative authority: A model of deception and monitoring in budgeting. The American Political Science Review, 1985, 79 (4), 1041–1060; Balla, J. Political and organizational determinants of bureaucratic responsiveness. American Politics Quarterly, 2000, 28 (2), 163–193; Headrick, B., Serra, G., Twombly, J. Enforcement and oversight: Using congressional oversight to shape OSHA bureaucratic behavior. American Politics Research, 2002, 30 (6), 608–629; Coate, M. B. A test of the political control of bureaucracy: The case of mergers. Economics and Politics, 2002, 14 (1), 1–18.

35. Lowi, op. cit.

36. Lee, op. cit.

37. Lee, op. cit., p. 369.

39. Finer, op. cit., p. 343.

40. Cigler, B. A. Public Administration and the Paradox of Professionalism. Public Administration Review, 1990, 50 (6), 637–653; Stover, C. P. The old public administration is the new jurisprudence. Administration & Society, 1995, 27 (1), 82–106.

41. Lowi, op. cit.

42. Ostrom, op. cit., p. 146.

43. Svara, op. cit.

46. Schumacker, & Lomax, op. cit.

50. Svara, op. cit., p. 37.

53. Nalbandian, op. cit.

55. Friedrich, op. cit.; Mosher, F. C. (1982). Democracy and the Public Service. Oxford University Press.

57. Svara, op. cit., p. 4.

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