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dc.contributor.authorMajumdar, Sumonen_US
dc.contributor.authorMukand, Sharunen_US
dc.date.accessioned2008-07-21en_US
dc.date.accessioned2009-07-28T08:31:12Z-
dc.date.available2009-07-28T08:31:12Z-
dc.date.issued2008en_US
dc.identifier.urihttp://hdl.handle.net/10419/26382-
dc.description.abstractIndividual leaders have been central to the transformation of political institutions, organizations and many instances of social and economic reform. Why are some leaders able to take advantage of opportunities to successfully catalyze large-scale change while others fail? In this paper we argue that the key to understanding a leader's effectiveness lies in dissecting the symbiotic nature of the leader-follower relationship. While the expected dynamism of a leader attracts followers, at the same time, followers empower the leader and contribute to his dynamism. This two-way leader-follower interaction can endogenously give rise to threshold effects: small differences in leader ability can have a large impact on the degree of effective leadership and dramatically alter the prospects for change. The framework also naturally allows us to explore when individuals may deliberately prefer to follow an ambitious leader with very different preferences rather than a leader with more congruent preferences. Moreover, by empowering the self-interested ambitious leader, such followership may make him a more effective agent of (both good and bad) change.en_US
dc.language.isoengen_US
dc.publisherCESifo Münchenen_US
dc.relation.ispartofseriesCESifo working paper 2337en_US
dc.subject.jelD72en_US
dc.subject.ddc330en_US
dc.subject.stwFührungskräfteen_US
dc.subject.stwFührungspersönlichkeiten_US
dc.subject.stwChange Managementen_US
dc.subject.stwOrganisatorischer Wandelen_US
dc.subject.stwInstitutioneller Wandelen_US
dc.subject.stwTheorieen_US
dc.titleThe leader as catalyst: on leadership and the mechanics of institutional changeen_US
dc.typeWorking Paperen_US
dc.identifier.ppn572200455en_US
dc.rightshttp://www.econstor.eu/dspace/Nutzungsbedingungen-
Appears in Collections:CESifo Working Papers, CESifo Group Munich

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