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dc.contributor.authorGächter, Simonen_US
dc.contributor.authorNosenzo, Danieleen_US
dc.contributor.authorRenner, Elkeen_US
dc.contributor.authorSefton, Martinen_US
dc.date.accessioned2011-09-26T13:24:28Z-
dc.date.available2011-09-26T13:24:28Z-
dc.date.issued2009en_US
dc.identifier.urihttp://hdl.handle.net/10419/49696-
dc.description.abstractWe 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 motivationsen_US
dc.language.isoengen_US
dc.publisherCEDEX Nottinghamen_US
dc.relation.ispartofseriesCeDEx discussion paper series 2009-19en_US
dc.subject.jelA13en_US
dc.subject.jelC92en_US
dc.subject.jelD03en_US
dc.subject.ddc330en_US
dc.subject.stwFührungspersönlichkeiten_US
dc.subject.stwKooperationen_US
dc.subject.stwVertrauenen_US
dc.subject.stwSpieltheorieen_US
dc.titleWho makes a good leader? Cooperativeness, optimism and leading-by-exampleen_US
dc.typeWorking Paperen_US
dc.identifier.ppn613131991en_US
dc.rightshttp://www.econstor.eu/dspace/Nutzungsbedingungenen_US
Appears in Collections:CeDEx Discussion Paper Series, The University of Nottingham

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