Leadership and Gender: An Experiment
We present an information based model of leadership in a setting that exhibits the familiar problems of free riding and coordination failure. Leaders have superior information about the value of the project in hand and can send a costly signal to their uninformed followers to persuade them to cooperate in the project. Followers voluntarily choose whether or not to follow the better informed leader. We provide experimental evidence that, when the leadersï¿½ gender is revealed to their followers, female subjects hesitate to lead (send a costly signal) while followersï¿½ behavior does not indicate any gender discrimination. Such behavior is not observed among the male leaders.
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- Andreoni, James, 1988. "Why free ride? : Strategies and learning in public goods experiments," Journal of Public Economics, Elsevier, vol. 37(3), pages 291-304, December.
- James Andreoni & Lise Vesterlund, 2001.
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The Quarterly Journal of Economics,
Oxford University Press, vol. 116(1), pages 293-312.
- Andreoni,J. & Vesterlund,L., 1998. "Which is the fair sex? : Gender differences in altruism," Working papers 10, Wisconsin Madison - Social Systems.
- Andreoni, James & Vesterlund, Lise, 2001. "Which is the Fair Sex? Gender Differences in Altruism," Staff General Research Papers Archive 1951, Iowa State University, Department of Economics.
- Uri Gneezy & Muriel Niederle & Aldo Rustichini, 2003. "Performance in Competitive Environments: Gender Differences," The Quarterly Journal of Economics, Oxford University Press, vol. 118(3), pages 1049-1074.
- Mana Komai & Mark Stegeman & Benjamin E. Hermalin, 2007. "Leadership and Information," American Economic Review, American Economic Association, vol. 97(3), pages 944-947, June. Full references (including those not matched with items on IDEAS)
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