A Manager is a Manager is a Manager? Race and Managerial Impact on Organizational Performance

Contemporary scientific analyses of public organizations underscore the salience of management for understanding how governmental bureaucracies perform. Yet little is known of administrators from minority social groups, and whether their organizations perform better or worse than other bureaucracies. Emphasizing the impact of network engagement on organizational performance, this exploratory study addresses this important research deficiency. A critical component of the analysis presented is the differential impact of administrative engagement with internal and external networks on minority and status quo clientele outcomes. The findings have important implications for studies of managerial networking, equity, and representation in public organizations.