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Hierarchy Leadership and Social Distance in Charitable Giving

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  • Jipeng Zhang
  • Huan Xie

Abstract

This article investigates the effect of hierarchy leadership and social distance on prosocial behavior in a field experimental setting of sequential charitable giving conducted in an organization. The treatments vary in whether the leading (first) donor's identity is revealed to the following donors as a hierarchy leader, a peer, or a stranger. The followers' giving in the Leader and Peer treatments responds positively to the leader's giving, but no significant response is found in the Stranger treatment. However, on average, the followers in the Leader treatment give less than those in both the Peer and Stranger treatments. This is due to a negative effect on the followers' giving when the leaders contribute a small amount in the Leader treatment.

Suggested Citation

  • Jipeng Zhang & Huan Xie, 2019. "Hierarchy Leadership and Social Distance in Charitable Giving," Southern Economic Journal, John Wiley & Sons, vol. 86(2), pages 433-458, October.
    • Handle: RePEc:wly:soecon:v:86:y:2019:i:2:p:433-458
    DOI: 10.1002/soej.12351
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    References listed on IDEAS

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    Cited by:

    1. Jin Zheng & Arthur Schram & Tianle Song, 2023. "Social status and prosocial behavior," Experimental Economics, Springer;Economic Science Association, vol. 26(5), pages 1085-1114, November.

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