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Other-Regarding Preferences and Leadership Styles

  • Kocher, Martin G.


    (University of Munich)

  • Pogrebna, Ganna


    (University of Sheffield)

  • Sutter, Matthias


    (University of Cologne)

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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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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