Agency Heads’ Public Profiles and Bureaucratic Performance

Abstract

Do agency heads’ public profiles enhance the performance of bureaucratic agencies? Existing studies of public administration emphasize the role of public information in managing government performance. However, whether public attention to agency heads affects the performance of their agencies is largely understudied. Using a unique dataset of agency heads’ public profiles in South Korea, we predict that such profiles have a positive impact on their agencies’ performance. Although agency heads are not held accountable directly to citizens, close public attention to agency heads’ activities may function as an indirect mechanism of accountability and of improving their organizations’ performance. Our analysis supports our prediction and further suggests that an agency head’s high public profile is a benefit, particularly in more salient policy areas where “going public” is more effective for their policy reforms. Our findings have clear implications: the importance of agency heads’ unconventional roles for effective agency management, responding to rapidly changing external environments.

Public assessments of ministerial leadership in times of national crisis: The case of the pandemic crisis

“…Moreover, our analysis suggests that social science research needs to investigate the leadership skills that are important for garnering public endorsements. For instance, recent studies of ministerial leadership show that ministers' high profiles in the public arena, which help to attract broader public support for the ministry and its reform policies, can make a difference to the performance of ministries (e.g., Lee, 2022), indicating the necessity of ministers possessing skills in communicating with clients and stakeholders outside the government, not to mention conventional actors within the government.…”

“…“Rhee to Resign as Schools Chancellor.” Washington Post . October 13, 2010 (Balla & Gormley Jr, 2017; Lee, 2022).…”