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Leader-Follower Effects in Resource Dilemmas: The Roles of Leadership Selection and Social Responsibility

[journal article]

Cremer, David de; Dijk, Eric van

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Please use the following Persistent Identifier (PID) to cite this document:http://nbn-resolving.de/urn:nbn:de:0168-ssoar-228662

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Abstract Previous research on the allocation of scarce resources shows that when people are assigned labels of leader or follower in their group, leaders allocate more of the scarce resources to themselves than followers do. In three laboratory studies, we examine the idea that how people are selected for the leader role (i.e. election or appointment) determines whether leaders take more or equal shares (relative to followers) from a common resource. In a first experiment, we show that participants were more accepting of norm violating behavior by an appointed versus elected leader. In a second experiment, we show that when participants were assigned to a leader or follower role, allocations of appointed leaders differed significantly from those of elected leaders and followers, whereas there was no difference between the two latter conditions. Moreover, elected leaders were shown to feel more social responsibility than both appointed leaders and followers. In a final experiment, we show that when participants were primed with the concept of social responsibility (relative to a neutral condition) no difference in allocations between appointed and elected leaders emerged.
Free Keywords followers; leadership selection; resource allocations; resource dilemmas; social responsibility
Document language English
Publication Year 2008
Page/Pages p. 355-369
Journal Group Processes & Intergroup Relations, 11 (2008) 3
DOI http://dx.doi.org/10.1177/1368430208090647
Status Postprint; peer reviewed
Licence PEER Licence Agreement (applicable only to documents from PEER project)