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Who Makes A Good Leader? Cooperativeness, Optimism And Leading-By-Example

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  • Simon Gaechter

    (Centre for Decision Research and Experimental Economics (CeDEx), University of Nottingham)

  • Daniele Nosenzo

    (Centre for Decision Research and Experimental Economics (CeDEx), University of Nottingham)

  • Elke Renner

    (Centre for Decision Research and Experimental Economics (CeDEx), University of Nottingham)

  • Martin Sefton

    (Centre for Decision Research and Experimental Economics (CeDEx), University of Nottingham)

Abstract

We examine the characteristics of effective leaders in a simple leader-follower voluntary contributions game. We focus on two factors: the individual’s cooperativeness and the individual’s beliefs about the cooperativeness of others. We find that groups perform best when led by those who are cooperatively inclined. Partly this reflects a false consensus effect: cooperative leaders are more optimistic than non-cooperators about the cooperativeness of followers. However, cooperative leaders contribute more than non-cooperative leaders even after controlling for optimism. We conclude that differing leader contributions by differing types of leader in large part reflects social motivations.

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Bibliographic Info

Paper provided by The Centre for Decision Research and Experimental Economics, School of Economics, University of Nottingham in its series Discussion Papers with number 2009-19.

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Date of creation: Oct 2009
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Handle: RePEc:not:notcdx:2009-19

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Web page: http://www.nottingham.ac.uk/economics/cedex/
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References

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Citations

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Cited by:
  1. Edward J Cartwright & Denise Lovett, 2013. "Leadership and conditional cooperation in public good games: What difference does the game make?," Studies in Economics 1324, Department of Economics, University of Kent.
  2. D Nosenzo & Jon Anderson & Stephen V Burks & Jeffrey Carpenter & Lorenz Gotte & Karsten Maurer & Ruth Potter & Kim Rocha & Aldo Rustichini, 2012. "Self-Selection and Variations in the Laboratory Measurment of Other-Regarding Preferences Across Subject Pools: Evidence from One College Student and Two Adult Samples," Discussion Papers 2012-14, The Centre for Decision Research and Experimental Economics, School of Economics, University of Nottingham.
  3. Dominique Cappelletti & Werner Güth & Matteo Ploner, 2011. "Unravelling conditional cooperation - Reciprocity, inequity aversion, and anchoring in public goods provision," Jena Economic Research Papers 2011-047, Friedrich-Schiller-University Jena, Max-Planck-Institute of Economics.
  4. Johannes Weisser, 2011. "Leading by example in intergroup competition: An experimental approach," Jena Economic Research Papers 2011-067, Friedrich-Schiller-University Jena, Max-Planck-Institute of Economics.
  5. Ganna Pogrebna & David Krantz & Christian Schade & Claudia Keser, 2011. "Words versus actions as a means to influence cooperation in social dilemma situations," Theory and Decision, Springer, vol. 71(4), pages 473-502, October.
  6. Gerald Eisenkopf, 2013. "The Impact of Management Incentives in Intergroup Contests," Working Paper Series of the Department of Economics, University of Konstanz 2013-26, Department of Economics, University of Konstanz.
  7. Giuseppe Attanasi & Pierpaolo Battigalli & Elena Manzoni, 2013. "Incomplete Information Models of Guilt Aversion in the Trust Game," Working Papers 246, University of Milano-Bicocca, Department of Economics, revised Jun 2013.
  8. Gerald Eisenkopf, 2013. "The Impact of Management Incentives in Intergroup Contests," TWI Research Paper Series 87, Thurgauer Wirtschaftsinstitut, Universität Konstanz.
  9. Drouvelis, Michalis & Nosenzo, Daniele, 2013. "Group identity and leading-by-example," Journal of Economic Psychology, Elsevier, vol. 39(C), pages 414-425.
  10. Marcela Ibanez & Elke Schaffland, 2013. "The Effect of Outside Leaders on the Performance of the Organization: An Experiment," Courant Research Centre: Poverty, Equity and Growth - Discussion Papers 149, Courant Research Centre PEG.
  11. Lisa Bruttel & Urs Fischbacher, 2010. "Taking the initiative. What characterizes leaders?," TWI Research Paper Series 61, Thurgauer Wirtschaftsinstitut, Universität Konstanz.
  12. Bernd Irlenbusch & Rainer Michael Rilke, 2013. "(Public) Good Examples - On the Role of Limited Feedback in Voluntary Contribution Games," Cologne Graduate School Working Paper Series 04-04, Cologne Graduate School in Management, Economics and Social Sciences.
  13. Cappelen, Alexander W. & Reme, Bjørn-Atle & Sørensen, Erik Ø. & Tungodden, Bertil, 2014. "Leadership and incentives," Discussion Paper Series in Economics 2/2014, Department of Economics, Norwegian School of Economics.
  14. Fabrizio Adriani & Silvia Sonderegger, 2013. "Trust, Trustworthiness and the Consensus Effect: An Evolutionary Approach," Discussion Papers 2013-09, The Centre for Decision Research and Experimental Economics, School of Economics, University of Nottingham.
  15. Raphaële Préget & Phu Nguyen-Van & Marc Willinger, 2012. "Who are the Voluntary Leaders? Experimental Evidence from a Sequential Contribution Game," Working Papers 12-34, LAMETA, Universtiy of Montpellier, revised Nov 2012.
  16. Gerald Eisenkopf, 2013. "The Impact of Leadership Incentives in Intergroup Contests," Working Paper Series of the Department of Economics, University of Konstanz 2013-06, Department of Economics, University of Konstanz.

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