Building Leadership Effectiveness This program encourages leaders to develop practices that transform values into action, vision into realities, obstacles into innovations, and risks into rewards. Participants will be introduced to the five practices of exemplary leadership: modeling the way, inspiring a shared vision, challenging the process, enabling others to act, and encouraging the heart Coaching & Communicating for Performance Coaching & Communicating for Performance is a highly interactive program that will give supervisors and managers the opportunity to build skills that will enable them to share expectations and set objectives for employees, provide constructive feedback, more effectively engage in learning conversations, and coaching opportunities. Skillful Conflict Management for Leaders As a leader, it is important to understand conflict and be effective at conflict management because the way conflict is resolved becomes an integral component of our university’s culture. This series of conflict management sessions help leaders learn and put into practice effective strategies for managing conflict.

기독교 사역과 Leadership

This paper reviews the literature on gender differences in economic experiments. In the three main sections, we identify robust differences in risk preferences, social (other-regarding) preferences, and competitive preferences. We also speculate on the source of these differences, as well as on their implications. Our hope is that this article will serve as a resource for those seeking to understand gender differences and to use as a starting point to illuminate the debate on gender-specific outcomes in the labor and goods markets.

/pdf/gender-differences-in-preferences-1wffy691ko.pdf

Gender Differences in Preferences

Trust: The Social Virtues and the Creation of Prosperity

Emotion and Adaptation

The COVID-19 pandemic represents a massive global health crisis. Because the crisis requires large-scale behaviour change and places significant psychological burdens on individuals, insights from the social and behavioural sciences can be used to help align human behaviour with the recommendations of epidemiologists and public health experts. Here we discuss evidence from a selection of research topics relevant to pandemics, including work on navigating threats, social and cultural influences on behaviour, science communication, moral decision-making, leadership, and stress and coping. In each section, we note the nature and quality of prior research, including uncertainty and unsettled issues. We identify several insights for effective response to the COVID-19 pandemic and highlight important gaps researchers should move quickly to fill in the coming weeks and months.

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Using social and behavioural science to support COVID-19 pandemic response.

A demand for behavioral norms arises when members of a group have individual incentives to take actions that reduce the group's overall welfare (James S. Coleman, 1990). Norms require enforcement with a system of sanctions that penalize deviations from acceptable behavior (George C. Homans, 1961). Formal sanctions include fines or restrictions implemented by a legal system or private individuals that impose costs of money and time on the offender. However, informal sanctions such as peer pressure, gossip, or social ostracism might in some cases also be effective deterrents, and expressions of social acceptance might be effective in encouraging group-oriented behavior (Peter M. Blau, 1964). Indeed, the fact that expressions of approval and disapproval are commonly observed in human interaction suggests that they must influence the behavior of at least some individuals. In recognition of the importance of informal sanctions, economists have integrated phenomena such as peer pressure (Eugene Kandel and Edward P. Lazear, 1992; John M. Barron and Kathy Paulson-Gjerde, 1997), and the avoidance of social disapproval (George A. Akerlof, 1980; Heinz Hollander, 1990; Assar Lindbeck et al., 1999) into theoretical models. Social pressures are thought to be a major factor behind high voter participation (Carol-Jean Uhlaner, 1989; Stephen Knack, 1992) and compliance with the law (Tom R. Tyler, 1990).

Monetary and Non-Monetary Punishment in the Voluntary Contributions Mechanism

In this paper we replicate and extend the experiment of Fehr and Gaechter (2000) that analyzes the effect of an opportunity to punish others on the level contributions in the Voluntary Contributions Mechanism. The punishment is costly for both the players distributing and those receiving the punishment. Like Fehr and Gaechter, we find that agents often engage in non-credible costly punishment behavior in order to reduce earnings of others who contribute low amounts to the public good. The availability of punishment increases average contributions sharply. Here, we also introduce a second treatment, identical to the first treatment, except that the "punishment" is non-monetary. The assignment of "non-monetary" punishment points does not reduce the payoff of any agent, but it can be used to register disapproval of others' contribution levels. We find that the existence of the possibility of "non-monetary" punishment alone increases the average level of contributions and earnings, though by less than the monetary punishment. This suggests that the increase in cooperation observed by Fehr and Gaechter is not only due to the possibility of monetary penalties, but also from the opportunity of others to express their disapproval of free riding behavior. It illustrates the importance of peer pressure on individual behavior in teams.(This abstract was borrowed from another version of this item.)(This abstract was borrowed from another version of this item.)

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Monetary and Nonmonetary Punishment in the Voluntary Contributions Mechanism

Unethical behavior within organizations is not rare. We investigate experimentally the role of status-seeking behavior in sabotage and cheating activities aiming at improving one’s performance ranking in a flat-wage environment. We find that average effort is higher when individuals are informed about their relative performance. However, ranking feedback also favors disreputable behavior. Some individuals do not hesitate to incur a cost to improve their rank by sabotaging others’ work or by increasing artificially their own performance. Introducing sabotage opportunities has a strong detrimental effect on performance. Therefore, ranking incentives should be used with care. Inducing group identity discourages sabotage among peers but increases in-group rivalry.

The Dark Side of Competition for Status

Unethical behavior within organizations is not rare. We investigate experimentally the role of status-seeking behavior in sabotage and cheating activities aiming at improving one's performance ranking in a flat-wage environment. We find that average effort is higher when individuals are informed about their relative performance. However, ranking feedback also favors disreputable behavior. Some individuals do not hesitate to incur a cost to improve their rank by sabotaging others' work or by increasing artificially their own performance. Introducing sabotage opportunities has a strong detrimental effect on performance. Therefore, ranking incentives should be used with care. Inducing group identity discourages sabotage among peers but increases in-group rivalry.

Data, as supplemental material, are available at http://dx.doi.org/10.1287/mnsc.2013.1747 .

This paper was accepted by John List, behavioral economics.

/pdf/the-dark-side-of-competition-for-status-2h7xf6m5q6.pdf

http://darp.lse.ac.uk/papersdb/Fortin_etal_(JPubEcon07).pdf

Marie Claire Villeval

Papers

Monetary and Non-Monetary Punishment in the Voluntary Contributions Mechanism

Monetary and Nonmonetary Punishment in the Voluntary Contributions Mechanism

The Dark Side of Competition for Status

The Dark Side of Competition for Status

Tax evasion and social interactions