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Incentivizing by example and money

Author

Listed:
  • Thomas Bauer

    (University of Vienna)

  • Franz Wirl

    (University of Vienna)

Abstract

Leaders are role models that affect their employees’ efforts. The effect depends on how much an employee identifies with the “boss”. Since this degree of identification is private information of the employee, additional financial incentives must be provided. Therefore, we study a principal-agent problem in which the principal affects the agent’s effort by her own effort and by financial incentives. The resulting principal-agent problem has a few non-standard specifics such as: (i) bilateral externalities as the principal’s effort affects the agent and vice versa and (ii) endogenous reservation utility of the agent. Combined, this leads to non-trivial and interesting contracts.

Suggested Citation

  • Thomas Bauer & Franz Wirl, 2021. "Incentivizing by example and money," Central European Journal of Operations Research, Springer;Slovak Society for Operations Research;Hungarian Operational Research Society;Czech Society for Operations Research;Österr. Gesellschaft für Operations Research (ÖGOR);Slovenian Society Informatika - Section for Operational Research;Croatian Operational Research Society, vol. 29(1), pages 89-111, March.
    • Handle: RePEc:spr:cejnor:v:29:y:2021:i:1:d:10.1007_s10100-020-00726-1
    DOI: 10.1007/s10100-020-00726-1
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    References listed on IDEAS

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    1. Boas Shamir & Robert J. House & Michael B. Arthur, 1993. "The Motivational Effects of Charismatic Leadership: A Self-Concept Based Theory," Organization Science, INFORMS, vol. 4(4), pages 577-594, November.
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    Cited by:

    1. Christian Stummer & Ayşegül Engin, 2021. "A tribute to Rudolf Vetschera," Central European Journal of Operations Research, Springer;Slovak Society for Operations Research;Hungarian Operational Research Society;Czech Society for Operations Research;Österr. Gesellschaft für Operations Research (ÖGOR);Slovenian Society Informatika - Section for Operational Research;Croatian Operational Research Society, vol. 29(1), pages 1-6, March.

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