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Leadership in social dilemmas

The effects of group identification on collective actions to provide public goods

Bibliographic Data

ID6202792
AuthorsMark Van Vugt (0000-0001-8939-7523, University of Southampton), David De Cremer (0000-0002-6357-9385, Tilburg University)
Year1999
Volume76
Issue4
Pages587-599
Publication date1999-04-01
Peer ReviewedYes
Open AccessNo
TypeARTICLE
VenueJournal of Personality and Social Psychology (JOURNAL)
Journal identifiersISSN: 0022-3514 • E-ISSN: 1939-1315
PublisherAmerican Psychological Association (APA) (PUBLISHER)
DOI10.1037//0022-3514.76.4.587
OpenAlexW4233813568
LanguageEN
Citations received84
References cited21

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

Collective behavior · Economics · Group (periodic table · Group behavior · Group dynamic · Group identification · Identification (biology · Microeconomics · Public good · Social dilemma · Social science · Sociology · Evolutionary Game Theory and Cooperation · Experimental Behavioral Economics Studies · Psychology · Social and Intergroup Psychology · Social Psychology

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Unique citing works84
Citations per year3,11
Citation span1999 - 2025 (27)
Citation velocityrecent
Highly citedNo
Citation typesNeutral: 77

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