Other-Regarding Preferences and Leadership Styles
AbstractWe 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.
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Bibliographic InfoPaper provided by Institute for the Study of Labor (IZA) in its series IZA Discussion Papers with number 4080.
Length: 59 pages
Date of creation: Mar 2009
Date of revision:
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Find related papers by JEL classification:
- C91 - Mathematical and Quantitative Methods - - Design of Experiments - - - Laboratory, Individual Behavior
- C92 - Mathematical and Quantitative Methods - - Design of Experiments - - - Laboratory, Group Behavior
- D70 - Microeconomics - - Analysis of Collective Decision-Making - - - General
- D81 - Microeconomics - - Information, Knowledge, and Uncertainty - - - Criteria for Decision-Making under Risk and Uncertainty
This paper has been announced in the following NEP Reports:
- NEP-ALL-2009-04-13 (All new papers)
- NEP-CBE-2009-04-13 (Cognitive & Behavioural Economics)
- NEP-CDM-2009-04-13 (Collective Decision-Making)
- NEP-EXP-2009-04-13 (Experimental Economics)
- NEP-SOC-2009-04-13 (Social Norms & Social Capital)
- NEP-UPT-2009-04-13 (Utility Models & Prospect Theory)
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Blog mentionsAs found by EconAcademics.org, the blog aggregator for Economics research:
- Na lideranÃ§a, mulheres sÃ£o menos democrÃ¡ticas do que homens
by Thiago Perin in Ciência Maluca on 2010-09-02 13:00:05
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