This thesis consists of three empirical chapters that investigate elements of human social behavior, adherence to and violations of social norms, and the computational and neurological... Show moreThis thesis consists of three empirical chapters that investigate elements of human social behavior, adherence to and violations of social norms, and the computational and neurological underpinnings thereof. I focus on three behavioral paradigms in particular – the attacker-defender contest, the trust game, and the ultimatum game – which model asymmetrical conflicts, generosity and reciprocity, and norms of fairness, respectively. Ultimately, each chapter acts as a building block contributing a different perspective to the study of human sociality. Using economic games, computational models based on the principle of utility, and model-based neuroimaging, my research contributes to the scientific endeavor working to crack the “elaborate and secret code that is written nowhere, known by none, and understood by all” (Sapir, 1927, p.137) Show less
To an increasingly greater degree, incidents and crises are dominating daily life. In this context, mayors are seen as the guardian of local society. As commander-in-chief of the municipal... Show more To an increasingly greater degree, incidents and crises are dominating daily life. In this context, mayors are seen as the guardian of local society. As commander-in-chief of the municipal crisis authority, with increasing frequency they are confronted with the extremely difficult task to manage crises effectively. Mayors are expected by many to display more leadership during crises than during normal day-to-day practice. This thesis describes research into antecedents, moderators, outcomes and contingencies of effective leadership behaviour during times of crisis, paying particular attention to the performance of mayors, as heads of local authority, in the Netherlands in their role of crisis manager. What determines the success of the leadership of mayors during crises; their personality, the leadership context (its possible variations), or both? It was demonstrated that agreeableness differs in relevance for autocratic and participative leadership behaviour of the mayor. The extent to which the leadership behaviour in question is effective, was shown to also be determined by the situation. Where an autocratic line of action is sometimes inevitable—when there is high time pressure, the effectiveness of participative leadership behaviour can be connected to different team processes, especially when the crisis situation is characterised by a high level of ambiguity. Show less
