Leadership selection, punishment salience, and cooperation

Power, punishment, and leadership selection influence cooperation. In this research, we test the hypothesis that salient punishment, rather than non-salient punishment, can improve the cooperation of the powerholders selected through exams (e.g., civil servants) and that punishment, whether salient or non-salient, can improve the cooperation of the powerless. Results of the experiment that used the commons dilemma provide evidence for this hypothesis and are discussed in terms of leadership selection, punishment salience, and further implications for corruption prevention.