1. Fiorina, Peterson, Johnson, and Mayer New American Democracy, Sixth Edition Chapter 13 The Presidency: Power and Practice © 2009, Pearson Education

2. Presidential Constituencies Presidents find it challenging to find the right balance between: Their national constituencies created by the general election And their partisan constituencies, shaped by the presidential primaries Both are important and both play a role in presidential decision making

3. © 2009, Pearson Education National Constituency President’s unique political asset: Fills a position elected by a national constituency –Can claim to speak for the country as a whole But it can create problems as well –Voters hold presidents responsible for many events and conditions over which they have little control –Given credit when times are good, but blamed when things go bad

4. © 2009, Pearson Education Partisan Constituencies Must be responsive to their partisan constituency Keep support of those who work in and finance their campaigns Problem: –Party constituencies usually take a more extreme issue position than the national constituency Difficult to balance

5. © 2009, Pearson Education Partisan Support in Congress Presidents must consider their level of support in Congress Cannot take action on pledges without it –When they have large majorities in Congress, they are more likely to get their proposed legislation approved. –Divided government: control of the presidency by one party and the control of one or both houses of Congress by the other

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7. Separate Institutions Sharing Power Presidents also face the fundamental divisions of power between the executive and legislative branches. cannot force members of Congress to support presidential initiatives must persuade

8. © 2009, Pearson Education The Power to Inform and Persuade The President “shall from time to time give to the Congress Information of the State of the Union.” –No congressional check –State of the Union address Early Use of Persuasion Power –Early presidents rarely spoke in public. Modern Persuasion Power –Bully pulpit

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10. The Veto Power Before any law “shall take effect”, it must be “approved” by the president Congress can check this power with an override: congressional passage of a bill by a two-thirds vote over the president’s veto Pocket veto: Presidential veto after congressional adjournment, executed merely by not signing a bill into law Line item veto: –Presidential authority to negate particular provisions of a law granted by Congress in 1996 –Struck down by the Court in 1998

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12. The Appointment Power The president “shall appoint Ambassadors, other public Ministers and Consuls…and all other Officers of the United States.” Presidents are checked in this power by Congress because their appointments are subject to the “Advice and Consent of the Senate.” Presidents appoint thousands of public officials to positions of high responsibility within their administration. –Cabinet –White House Staff WHO, EOP Chief of Staff –Brownlow Commission Scandals in the White House Office

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14. The Power to Recommend The president may recommend to Congress for “their consideration such Measures as he shall judge necessary and expedient” Congress, however, is the only body that may enact measures into law –While the president can initiate and set the political agenda, Congress can ignore or modify any presidential proposals

15. © 2009, Pearson Education The Power to Recommend Early Use of Power to Recommend Modern Use of Power to Recommend Timing of Presidential Initiatives –Presidents make most new proposals at the beginning of their first term, when their popularity is at a peak Transition period is important Reporters also tend to be more generous during the first months of an administration: the honeymoon period

16. © 2009, Pearson Education The President as Chief of State The President “shall receive Ambassadors and other public Ministers…and shall Commission all the Officers of the United States” Congress has no real check over this power In many countries, the political leader and head of state are constitutionally separated In the U.S., the president takes on both roles –Combines the efficient aspect with the dignified aspect discussed by Walter Bagehot –Some presidents are better at one aspect than the other

17. © 2009, Pearson Education The First Lady Traditional role was to reinforce the dignified aspect of the presidency –Hosted social events –Visited the sick –Promoted children’s issues –Stood by husbands in times of trouble Not all confined themselves to this aspect

18. © 2009, Pearson Education The Vice President Traditionally, had a very limited impact on policy Role so limited as to make it the focus of jokes Presidents traditionally reluctant to delegate responsibility to vice presidents Today they have a more influential role

19. © 2009, Pearson Education Inherent Executive Power The executive power shall be vested in a President Inherent executive power: –Presidential authority inherent in the executive branch of government, though not specifically mentioned in the Constitution –Executive order a presidential directive that has the force of law, though it is not enacted by Congress –Executive privilege the right of members of the executive branch to have private communications among themselves that need not be shared with Congress –Power to Pardon Used at the president’s discretion. Can be controversial

20. © 2009, Pearson Education The Impeachment Power Presidents may be impeached by a majority of the House of Representatives for “high crimes and misdemeanors” –The president is removed from office if the Senate convicts by a two-thirds vote –Seldom used but not dead –Clinton was impeached, but Senate voted for acquittal Role of independent counsel controversial Has implications for –Presidents being sued by political opponents –The question of government attorney and presidential client privilege

21. © 2009, Pearson Education Presidential Expectations and Presidential Performance Presidents expected to be strong But presidential powers are limited Cloak of dignity not as useful today to cover actions when presidential life is very public

22. © 2009, Pearson Education Presidential Reputations Presidents must protect their professional reputation among members of Congress and other beltway insiders –Reputations are shaped by those hired to serve them –How well they perform in elections –On their ability to let go of issues that cannot be won

23. © 2009, Pearson Education Presidential Popularity Evaluations of the president by voters – Usually is measured by a survey question asking the adult population how well they think president is doing the job All presidents experience fluctuations in their popularity –Generally tends to decline over time Difficult to hold the public’s attention on policy matters

24. © 2009, Pearson Education Great Presidents Some presidents are remembered as great presidents Why do some succeed and others fail? Barber: certain personality traits make for successful presidents –Effective presidents both like their job and readily adapt their policies to changing circumstances. Active-Positives Franklin Roosevelt the ideal. Clinton also an active- positive –Criticism of Barber’s theory is that it concentrates too much on presidential activity rather than on outcomes Skowronek: circumstances are likely to play a role –Presidents become “great” only when political circumstances allow them to—when they can break from the past

25. © 2009, Pearson Education Great Presidents