2015
DOI: 10.1093/sf/sov110
|View full text |Cite
|
Sign up to set email alerts
|

The Dynamics of Prosocial Leadership: Power and Influence in Collective Action Groups

Abstract: prosocial-led groups as a whole are substantially more productive than proself-led groups. Indeed, as predicted, prosocial leaders were even more effective in maintaining large group contributions than the standard peer sanctioning system, where the ability to punish others is distributed equally among all group members. Importantly, these results suggest that prosocial leaders-but not proself leaders-are an effective solution to collective action problems. Therefore, I also address whether group members tend … Show more

Help me understand this report

Search citation statements

Order By: Relevance

Paper Sections

Select...
1
1
1
1

Citation Types

3
54
0
1

Year Published

2016
2016
2023
2023

Publication Types

Select...
6
4

Relationship

1
9

Authors

Journals

citations
Cited by 41 publications
(58 citation statements)
references
References 90 publications
(200 reference statements)
3
54
0
1
Order By: Relevance
“…Kosfeld and Rustagi (2015) conduct a social dilemma experiment in Ethiopia in which real-world leaders can punish group members as a third party, and show that different types of leaders (prosocial and antisocial) generate different group cooperation outcomes. Harrel and Simpson (2016) obtain similar results in a laboratory experiment. subject able to monitor and being monitored by others) significantly improves team production in our setting.…”
Section: Introductionsupporting
confidence: 73%
“…Kosfeld and Rustagi (2015) conduct a social dilemma experiment in Ethiopia in which real-world leaders can punish group members as a third party, and show that different types of leaders (prosocial and antisocial) generate different group cooperation outcomes. Harrel and Simpson (2016) obtain similar results in a laboratory experiment. subject able to monitor and being monitored by others) significantly improves team production in our setting.…”
Section: Introductionsupporting
confidence: 73%
“…These attributes confer distinctive roles on leaders which, played out in the context of particular dynamics of power and influence, affect the emergence, paths, and outcomes of collective action and social movements (cf. Morris andStaggenborg 2004, Harrell andSimpson 2016). Literature shows that, relative to mutual monitoring and sanctioning, leadership is a solution for collective action problems, albeit in specific conditions (Glowacki and von Rueden 2015).…”
Section: Leadership and Collective Actionmentioning
confidence: 99%
“…As shown in Table S8 , the efficiency losses from material sanctions 48 49 led to lower overall earnings in MS compared to MJ groups. Factoring in the costs and benefits associated with sending and receiving material sanctions, MJ group members earned 15% more than MS group members ( B = 4.19, d = 0.47, p = 0.07).…”
Section: Resultsmentioning
confidence: 99%