Bitte verwenden Sie diesen Link, um diese Publikation zu zitieren, oder auf sie als Internetquelle zu verweisen: https://hdl.handle.net/10419/49696 
Kompletter Metadatensatz
DublinCore-FeldWertSprache
dc.contributor.authorGächter, Simonen
dc.contributor.authorNosenzo, Danieleen
dc.contributor.authorRenner, Elkeen
dc.contributor.authorSefton, Martinen
dc.date.accessioned2011-09-26T13:24:28Z-
dc.date.available2011-09-26T13:24:28Z-
dc.date.issued2009-
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
dc.language.isoengen
dc.publisher|aThe University of Nottingham, Centre for Decision Research and Experimental Economics (CeDEx) |cNottinghamen
dc.relation.ispartofseries|aCeDEx Discussion Paper Series |x2009-19en
dc.subject.jelA13en
dc.subject.jelC92en
dc.subject.jelD03en
dc.subject.ddc330en
dc.subject.stwFührungspersönlichkeiten
dc.subject.stwKooperationen
dc.subject.stwVertrauenen
dc.subject.stwSpieltheorieen
dc.titleWho makes a good leader? Cooperativeness, optimism and leading-by-example-
dc.typeWorking Paperen
dc.identifier.ppn613131991en
dc.rightshttp://www.econstor.eu/dspace/Nutzungsbedingungenen

Datei(en):
Datei
Größe
979.67 kB





Publikationen in EconStor sind urheberrechtlich geschützt.