WHO MAKES A GOOD LEADER? COOPERATIVENESS, OPTIMISM AND LEADING-BY-EXAMPLE

Simon Gaechter, Daniele Nosenzo, Elke Renner and Martin Sefton
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Simon Gaechter: Centre for Decision Research and Experimental Economics (CeDEx), University of Nottingham
Martin Sefton: Centre for Decision Research and Experimental Economics (CeDEx), University of Nottingham
Authors registered in the RePEc Author Service: Simon Gächter

No 2009-19, Discussion Papers from The Centre for Decision Research and Experimental Economics, School of Economics, University of Nottingham

Abstract: We examine the characteristics of effective leaders in a simple leader-follower voluntary contributions game. We focus on two factors: the individual’s cooperativeness and the individual’s beliefs about the cooperativeness of others. We find that groups perform best when led by those who are cooperatively inclined. Partly this reflects a false consensus effect: cooperative leaders are more optimistic than non-cooperators about the cooperativeness of followers. However, cooperative leaders contribute more than non-cooperative leaders even after controlling for optimism. We conclude that differing leader contributions by differing types of leader in large part reflects social motivations.

JEL-codes: A13 C92 D03 (search for similar items in EconPapers)
Date: 2009-10
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Citations: View citations in EconPapers (3)

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Journal Article: WHO MAKES A GOOD LEADER? COOPERATIVENESS, OPTIMISM, AND LEADING-BY-EXAMPLE (2012)
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Persistent link: https://EconPapers.repec.org/RePEc:not:notcdx:2009-19

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