This paper develops a simple economic model to examine how leadership styles in organizations depend on the prevailing … incentives - motivate a worker by adopting leadership styles that differ in their non-monetary consequences for the worker's well …-being. Some leadership styles produce non-monetary benefits for workers (such as those involving the provision of praise to high …

This paper develops a simple economic model to examine how leadership styles in organizations depend on the prevailing … incentives - motivate a worker by adopting leadership styles that differ in their non-monetary consequences for the worker's well …-being. Some leadership styles produce non-monetary benefits for workers (such as those involving the provision of praise to high …

convinced that their manager cares for them. Managers can signal their altruistic feelings towards their employees in two ways … altruistic managers may offer lower wages and nevertheless build up better social-exchange relationships with their employees … than egoistic managers do. In such equilibria, a low wage signals to employees that the manager has something else to offer …

brightest managers to the public sector abound. This paper studies self-selection into managerial and non-managerial positions … ability and in public service motivation. We find that, if demand for public sector output is not too high, the equilibrium … return to managerial ability is always highest in the private sector. As a result, relatively many of the more able managers …

brightest managers to the public sector abound. This paper studies self-selection into managerial positions in the public and … service motivation. We find that, if demand for public sector output is not too high, the equilibrium return to managerial … ability is always higher in the private sector. As a result, relatively many of the more able managers self-select into the …

convinced that their manager cares for them. Managers can signal their altruistic feelings towards their employees in two ways … altruistic managers may offer lower wages and nevertheless build up better social-exchange relationships with their employees … than egoistic managers do. In such equilibria, a low wage signals to employees that the manager has something else to offer …