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Leadership in a social dilemma: Does it matter if the leader is pro‐social or just says they are pro‐social?

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  • Edward Cartwright
  • Yidan Chai
  • Lian Xue

Abstract

Previous studies have shown that pro‐social leaders cooperate, on average, more than pro‐self leaders in social dilemmas. It can, thus, be beneficial for the group to have a pro‐social leader. In this paper we analyze the consequences of a leader informing followers that they are pro‐social (or pro‐self). In doing so, we compare a setting in which the leader's type is truthfully revealed to settings where the leader can ‘hide’ or ‘lie’ about their pro‐sociality. We find that a leader saying they are pro‐social boosts efficiency, even if the signal is not fully credible. Cooperation is highest in a truth setting with a pro‐social leader. We demonstrate that these results are consistent with a belief‐based model of social preference in which the stated type of the leader changes the frame of reference for followers.

Suggested Citation

  • Edward Cartwright & Yidan Chai & Lian Xue, 2025. "Leadership in a social dilemma: Does it matter if the leader is pro‐social or just says they are pro‐social?," Economic Inquiry, Western Economic Association International, vol. 63(1), pages 160-180, January.
    • Handle: RePEc:bla:ecinqu:v:63:y:2025:i:1:p:160-180
    DOI: 10.1111/ecin.13256
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