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Coercive Leadership

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  • Dimitri Landa
  • Scott A. Tyson

Abstract

We develop a model of leadership in which an informed leader has some degree of coercive influence over her followers (agents). Agents benefit from coordination but face two distinct challenges: dispersed information and heterogeneous preferences. The leader's coercive power facilitates coordination by weakening the effect presented by both of these challenges through “binding” agents to a strategically chosen policy. The leader's policy choice becomes more informative to the agents about the leader's privately held information as her coercive capacity increases. By adjusting her policy choice in response to available private and public information, the coercive leader achieves her preferred average of agents' actions, and in so doing, neutralizes the possibly deleterious coordinating influence of public information. We develop implications of our analysis for understanding autocratic leadership in different political and organizational contexts.

Suggested Citation

  • Dimitri Landa & Scott A. Tyson, 2017. "Coercive Leadership," American Journal of Political Science, John Wiley & Sons, vol. 61(3), pages 559-574, July.
    • Handle: RePEc:wly:amposc:v:61:y:2017:i:3:p:559-574
    DOI: 10.1111/ajps.12303
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    Cited by:

    1. Shadmehr, Mehdi & Bernhardt, Dan, 2019. "Vanguards in revolution," Games and Economic Behavior, Elsevier, vol. 115(C), pages 146-166.
    2. Bhalla, Manaswini & Chatterjee, Kalyan & Dutta, Souvik, 2021. "Social reform as a path to political leadership: A dynamic model," Journal of Economic Behavior & Organization, Elsevier, vol. 191(C), pages 982-1010.

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