Economics at your fingertips  

The Effect of Leadership in a Public Bad Experiment

Erling Moxnes and Eline van der Heijden
Additional contact information
Erling Moxnes: Department of Information Science, University of Bergen, Norway
Eline van der Heijden: Department of Economics, Tilburg University, The Netherlands

Journal of Conflict Resolution, 2003, vol. 47, issue 6, 773-795

Abstract: In the face of global or regional environmental problems, do countries that take unilateral actions inspire other countries to curtail emissions? The effect of leadership at the individual level is investigated by the use ofa novel design ofa laboratory public bad experiment with a leader. Twelve groups of5 participants played the game twice with two treatments: 10 rounds with a leader and 10 rounds without a leader. The order ofthe treatmentswas balanced over groups. A significant (within-subject) effect of leadership is found. Followers invest, on average, 13% less in the public bad when there is a leader setting the good example as opposed to a situation with no leader. This produces benefits also to the leaders but not enough to recover all the costs of taking a leading position.

Keywords: leadership effects; public bad experiment; follower decisions (search for similar items in EconPapers)
Date: 2003
References: Add references at CitEc
Citations View citations in EconPapers (36) Track citations by RSS feed

Downloads: (external link) (text/html)

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link:

Access Statistics for this article

More articles in Journal of Conflict Resolution from Peace Science Society (International)
Bibliographic data for series maintained by SAGE Publications ().

Page updated 2018-11-17
Handle: RePEc:sae:jocore:v:47:y:2003:i:6:p:773-795