Working Paper: CEPR ID: DP16158
Authors: Sonia Bhalotra; Joseph Vecci; Lakshmi Iyer; Irma Clots Figueras
Abstract: This paper examines policy effectiveness as a function of leader identity. We experimentally vary leaderreligious identity in a coordination game implemented in India, and focus upon citizen reactions toleader identity, controlling for leader actions. We find that minority leaders improve coordination,while majority leaders do not. Alternative treatment arms reveal that affirmative action for minoritiesreverses this result, while intergroup contact improves the effectiveness of leaders of both identities.We also find that minority leaders are less effective in towns with a history of intergroup conflict. Ourresults demonstrate that leader and policy effectiveness depend upon citizen reactions, conditionedby social identity and past conflict.
Keywords: No keywords provided
JEL Codes: P16; D70; D91; J78
Edges that are evidenced by causal inference methods are in orange, and the rest are in light blue.
| Cause | Effect |
|---|---|
| Leader Identity (Minority) (J15) | Coordination Outcomes (E61) |
| Leader Identity (Hindu) (Z12) | Coordination Outcomes (E61) |
| Affirmative Action for Minorities (J15) | Coordination Outcomes (E61) |
| Past Conflict History (D74) | Effectiveness of Minority Leaders (J15) |