Pygmalion Effect in Management
Pygmalion Effect in Management
Principles of Management
Abstract
The Pygmalion Effect in Management is the idea that workers are more productive when being watched by members of management. Workers are eager to please bosses, or appear competent, so productivity and rule following increases when a member of management is present. Your expectations of people and their expectations of themselves are the key factors in how well people perform at work.
Pygmalion Effect in Management
The Pygmalion Effect is a type of self-fulfilling prophecy (SFP) in which raising manager expectations regarding subordinate performance boosts subordinate performance. Managers who are led to expect more of their subordinates lead them to greater achievement. Programmatic research findings from field experiments are reviewed, and our present knowledge about the Pygmalion Effect in the management of industrial, sales, and military organizations is summarized. A model is presented in which leadership is hypothesized to be the key mediator through which manager expectations influence subordinate self-efficacy, performance expectations, motivation, effort, and performance. The behaviors that comprise the Pygmalion Leadership Style are described. Besides creating the one-on-one Pygmalion Effect, additional ways for managers to assert their leadership by creating productive organization wide SFP are suggested.
All it takes is believing in the individual. Supervisors can create better employees just by believing in them. This is even truer when working with underachievers. The Pygmalion Effect enables staff to excel in response to the manager’s message that they are capable of success and expected to succeed.
The Pygmalion Effect was described by J. Sterling Livingston in the September/October, 1988 Harvard Business Review. “The way managers treat their subordinates is subtly influenced by what they expect of them,” Livingston said in his article, Pygmalion in Management.
The Pygmalion Effect can
Principles of Management
Abstract
The Pygmalion Effect in Management is the idea that workers are more productive when being watched by members of management. Workers are eager to please bosses, or appear competent, so productivity and rule following increases when a member of management is present. Your expectations of people and their expectations of themselves are the key factors in how well people perform at work.
Pygmalion Effect in Management
The Pygmalion Effect is a type of self-fulfilling prophecy (SFP) in which raising manager expectations regarding subordinate performance boosts subordinate performance. Managers who are led to expect more of their subordinates lead them to greater achievement. Programmatic research findings from field experiments are reviewed, and our present knowledge about the Pygmalion Effect in the management of industrial, sales, and military organizations is summarized. A model is presented in which leadership is hypothesized to be the key mediator through which manager expectations influence subordinate self-efficacy, performance expectations, motivation, effort, and performance. The behaviors that comprise the Pygmalion Leadership Style are described. Besides creating the one-on-one Pygmalion Effect, additional ways for managers to assert their leadership by creating productive organization wide SFP are suggested.
All it takes is believing in the individual. Supervisors can create better employees just by believing in them. This is even truer when working with underachievers. The Pygmalion Effect enables staff to excel in response to the manager’s message that they are capable of success and expected to succeed.
The Pygmalion Effect was described by J. Sterling Livingston in the September/October, 1988 Harvard Business Review. “The way managers treat their subordinates is subtly influenced by what they expect of them,” Livingston said in his article, Pygmalion in Management.
The Pygmalion Effect can
References: J. Sterling Livingston in the September/October, (1988) Harvard Business Review George Bernard Shaw, (1912) Play, Pygmalion Robert Rosenthal & Lenore Jacobson (1968) Pygmalion in the classroom New York: Holt, Rinehart & Winston