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Leadership in social dilemmas: social identification effects on collective actions in public goods

Van Vugt, Mark and De Cremer, David (1999) Leadership in social dilemmas: social identification effects on collective actions in public goods Journal of Personality and Social Psychology, 76, (4), pp. 587-599.

Record type: Article

Abstract

Two experimental studies investigated the role of group identification in the selection of and cooperation with leaders to manage public good dilemmas. The findings of the 1st study revealed that there was a general preference to select leaders with a legitimate power base (i.e., democratic, elected, and internal leaders), but these preferences were particularly pronounced when people's identification with their group was high rather than low. The 2nd study complemented these findings by showing that when group identification was low, an instrumental leader (i.e., who punishes noncontributing members) was far more efficient than a relational leader (i.e., who builds positive intragroup relations) in raising contributions. Yet, when group identification was high, both leader types appeared to be equally efficient.

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Published date: 1999

Identifiers

Local EPrints ID: 18506
URI: http://eprints.soton.ac.uk/id/eprint/18506
ISSN: 0022-3514
PURE UUID: b4f54608-0c86-4f2c-95f2-bf64c0854c76

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Date deposited: 12 Dec 2005
Last modified: 17 Jul 2017 16:35

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Contributors

Author: Mark Van Vugt
Author: David De Cremer

University divisions

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