An organization makes collective decisions through neither markets nor contracts. Instead, rational agents voluntarily choose to follow a leader. In many cases, incentive problems are solved: the unique nondegenerate equilibrium achieves the first best, even though every agent has incentives to...

We report results from a multi-period game designed to stimulate feelings of envy. There are a number of important features of our game that distinguish it from previous games used to examine envy. A unique and important feature of our design is that it addresses the two negative effects of...

Models of social preferences (i.e. inequality aversion), assuming society is defined by a hierarchy based on income or wealth, predict that the poor envy the rich. Reference Group Theory predicts that the poor (rich) envy others from the same social group or class. We report results from a game...

This paper suggests that even if it is costless to inform all team members about the quality of a project, there are reasons to concentrate information in the hands of one person (a leader) and prevent full revelation to the rest. This deprives others of the information necessary for profitable...

This paper experimentally investigates how risk attitudes mitigate leadership effectiveness in a collective setting with projects that exhibit both free riding and coordination problems. We take two novel approaches: 1) the introduction of economic game theory to psychological studies of...

We conduct a laboratory experiment with salient incentives, a technique used by economists to study gender differences in leadership. We strip the concept of leadership down to its most basic elements. Questions of style and evaluations of a leader based on style of leadership adopted are made...

We report results from a multi-period game designed to stimulate anti-social preferences and to measure the cost of to a society with members who act on these preferences. There are a number of important features of our game that, while individually not unique, in total distinguish it from...

We consider a leader–follower mechanism in a collective action game, which exhibits both free riding and coordination problems. Leaders can persuade group cooperation by making a costly commitment to a project. Followers can choose to follow their leaders. The project's return can be...

Rational players, unconstrained by contracts or formal authority, choose to follow a better-informed leader, whose action reveals part of her information. If the leader satisfies a credibility condition, then the unique nondegenerate equilibrium solves distinct shirking and coordination problems...

Our experimental results suggest that the effectiveness of leading by example decreases with group size. The discrepancy between the leaders' and followers' incentives increases with group size. Thus, as group size increases, followers more often refuse to follow their leaders.