Other-Regarding Preferences and Leadership Styles
59 Pages Posted: 30 Mar 2009
Abstract
We use a laboratory experiment to examine whether and to what extent other-regarding preferences of team leaders influence their leadership style in choice under risk. We find that leaders who prefer efficiency or report high levels of selfishness are more likely to exercise an autocratic leadership style by ignoring preferences of the other team members. Yet, inequity aversion has no significant impact on leadership styles. Elected leaders have a higher propensity than exogenously assigned leaders to use a democratic leadership style by reaching team consensus. Male leaders and leaders influenced by group membership tend to employ a democratic leadership style.
Keywords: leadership style, other-regarding preferences, unobserved heterogeneity
JEL Classification: C91, C92, D70, D81
Suggested Citation: Suggested Citation
Do you have a job opening that you would like to promote on SSRN?
Recommended Papers
-
After You - Endogenous Sequencing in Voluntary Contribution Games
-
Endogenous Leadership: Selection and Influence
By Emrah Arbak and Marie Claire Villeval
-
Endogenous Leadership Selection and Influence
By Emrah Arbak and Marie Claire Villeval
-
Who Makes a Good Leader? Social Preferences and Leading-by-Example
By Simon Gaechter, Daniele Nosenzo, ...
-
Leading With(Out) Sacrifice? A Public-Goods Experiment with a Super-Additive Player
By Andreas Glöckner, Bernd Irlenbusch, ...
-
Sequential versus Simultaneous Contributions to Public Goods: Experimental Evidence
By Simon Gaechter, Daniele Nosenzo, ...
-
Leadership by Example and by Pre-Game Communication in Social Dilemma Situations
By Ganna Pogrebna, David Krantz, ...