| Abstract: | Academicians and journalists inevitably pass judgment on the progress of a president's major "honeymoon period" initiatives. Obviously, the success of those initiatives will depend on how Congress responds to new presidents. Data on aggregate congressional response to the "honeymoon" initiatives of the Carter and Reagan presidencies are presented in order to explore how members of Congress react as they evaluate and interact with a new president. Evidence suggests that, despite the conventional wisdom regarding Carter's limited political ability and inflexible nature, members of Congress were more inclined to emphasize organizational deficiencies. Conversely, while Reagan was perceived to be almost as inflexible as Carter, he received superlative marks for organizational efficiency and for providing access to Congress. The analysis then considers the importance of organization to future presidential effectiveness, and the importance of organizational concerns with respect to personal characteristics for overall presidential success. |
