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Self-Benefiting in the Allocation of Scarce Resources: Leader-Follower Effects and the Moderating Effect of Social Value Orientations

Leiden University

David De Cremer

Tilburg University

Previous research on the allocation of scarce resources suggests that people who are assigned to higher positions (e.g., leaders) are more likely to make self-benefiting allocations than people who are assigned to lower positions (e.g., followers). In this article, the authors investigated the proposition that these findings would be moderated by people's social value orientations. In two experimental studies, the authors assigned participants either to the role of leader or follower and assessed the participants' social value orientations. In agreement with predictions, the findings show that position effects are moderated by social value orientation. Social value orientations only affected the allocation behavior of the leaders: Proself leaders allocated more resources to themselves than did prosocial leaders. Additional analyses indicate that these effects are mediated by feelings of entitlement.

Key Words: leadership • social dilemmas • social values • self-interest

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