Other-Regarding Preferences and Leadership Styles

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Other-Regarding Preferences and Leadership Styles

Author Info

Kocher, Martin G. () (University of Munich)
Pogrebna, Ganna () (Columbia University)
Sutter, Matthias () (University of Innsbruck)

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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.

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Publisher Info
Paper provided by Institute for the Study of Labor (IZA) in its series IZA Discussion Papers with number 4080.

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Length: 59 pages
Date of creation: Mar 2009
Date of revision:
Handle: RePEc:iza:izadps:dp4080

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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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This page was last updated on 2009-11-9.

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