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Other-regarding preferences and management styles

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  • Kocher, Martin G.
  • Pogrebna, Ganna
  • Sutter, Matthias

Abstract

We use a laboratory experiment to examine whether and to what extent other-regarding preferences (efficiency, inequality aversion and maximin concerns) of team managers influence their management style in choice under risk. We find that managers who prefer efficiency are more likely to exercise an autocratic management style by ignoring preferences of their team members. Equality concerns have no significant impact on management styles. Elected managers have a higher propensity than exogenously assigned managers to use a democratic management style by reaching team consensus. We also find that male managers employ a democratic style more often than women.

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Bibliographic Info

Paper provided by University of Munich, Department of Economics in its series Munich Reprints in Economics with number 18156.

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Date of creation: Apr 2013
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Handle: RePEc:lmu:muenar:18156

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  1. Jan Potters & Martin Sefton & Lise Vesterlund, 2007. "Leading-by-example and signaling in voluntary contribution games: an experimental study," Economic Theory, Springer, vol. 33(1), pages 169-182, October.
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Cited by:
  1. Pablo Hernandez & Dylan B. Minor & Dana Sisak, 2013. "Performance and Relative Incentive Pay: The Role of Social Preferences," Tinbergen Institute Discussion Papers 13-176/VII, Tinbergen Institute.
  2. Antonio FILIPPIN & Paolo CROSETTO, 2014. "A Reconsideration of Gender Differences in Risk Attitudes," Departmental Working Papers 2014-01, Department of Economics, Management and Quantitative Methods at Università degli Studi di Milano.
  3. Goodall, Amanda H. & Pogrebna, Ganna, 2012. "Expert Leaders in a Fast-Moving Environment," IZA Discussion Papers 6715, Institute for the Study of Labor (IZA).

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