Leader Identity and Coordination
Sonia Bhalotra (),
Irma Clots-Figueras (),
Lakshmi Iyer () and
Joseph Vecci ()
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Lakshmi Iyer: University of Notre Dame
Joseph Vecci: University of Gothenburg
No 11803, IZA Discussion Papers from Institute for the Study of Labor (IZA)
This paper examines the effectiveness of leaders in addressing coordination failure in societies with ethnic or religious diversity. We experimentally vary leader identity in a coordination game and implement it in the field across 44 towns in India. We find that religious minority leaders (Muslims) improve coordination, while majority leaders (Hindus) do not. We test the effectiveness of intergroup contact and affirmative action, two commonly used policies to improve the well-being of minorities. Intergroup contact improves coordination irrespective of leader identity, but affirmative action leads to deterioration in coordination in Muslim-led groups alongside an increase in coordination in Hindu-led groups. We find that both policies are less effective for Muslim-led groups in towns with a recent history of religious conflict. Our findings contribute novel evidence to research on coordination failure, leader identity, policy alternatives for promoting integration of minorities, and conflict.
Keywords: coordination failure; leader identity; leader effectiveness; religion; affirmative action; intergroup contact; conflict; India (search for similar items in EconPapers)
JEL-codes: P16 D70 D91 J78 (search for similar items in EconPapers)
New Economics Papers: this item is included in nep-evo and nep-exp
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