Pygmalion effect in Management
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Pygmalion effect in management was compiled as a part of Managing people at work subject` group assignment and presented at the regular class for discussion. The Pygmalion effect, is the phenomenon whereby higher expectations lead to an increase in performance. The concept of Pygmalion leadership refers to a leader who uses a set of behaviors that help the managers achieve high performance expectations.
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This document summarizes the Pygmalion effect, which is the phenomenon where higher expectations lead to improved performance. It begins with the Greek myth of Pygmalion and Galatea, then discusses key studies like Rosenthal's experiment showing students labeled as "late bloomers" performed better. The document contrasts the Pygmalion and Golem effects, discusses placebos, and analyzes how expectations impact productivity, relationships, and self-fulfilling prophecies. Both the potential benefits and drawbacks of higher expectations are presented.
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Self-Fulfilling Prophecy: Pygmalion Effect
The Pygmalion effectis a special case of the self-fulfilling prophecy in which raising a manager's expectations for worker performance in fact boosts performance. The Pygmalion effect first appeared in educational psychology when psychologists experimentally raised elementary schoolteachers' expectations for a randomly selected subsample of pupils, producing significantly greater achievement gains among those pupils than among control pupils. Subsequent research has replicated this phenomenon among adult supervisors and subordinates in military, business, industrial, and service organizations and among all four cross-gender combinations—that is, both men and women lead male and female subordinates to greater success when they expect more of them. Interpersonal expectancy is inherent in most leader-follower interactions, and the Pygmalion effect undoubtedly characterizes many manager-worker relationships.
Several theories have been proposed to explain why raising leader expectations boosts subordinate performance. Common to all explanations is a causal chain that begins with the impact of the leader's expectations on and his or her ownbehavior toward subordinates, which, in turn, arouses some motivational response on the part of the subordinates and culminates in subordinate performance that accords with the leader's expectations. Self-efficacy has emerged as the key motivational mediator in this process. Self-efficacy is an individual's belief in his or her ability to execute the behaviors needed to perform successfully. Ample research shows that self-efficacy is a major determinant of performance. When individuals believe they have what it takes to succeed, they try harder. Conversely, those who doubt they can succeed refrain from exerting the effort to apply the ability they do have and end up accomplishing less than is possible.
The Pygmalion-at-work model posits that having high expectations moves the leader to treat followers in a manner that augments their self-efficacy, which, in turn, motivates subordinates to expend greater effort, culminating in enhanced performance. Thus, the Pygmalion effect is a motivational phenomenon initiated by the high performance expectations held by a leader who believes in his or her followers' capacity for success. In a largely unconscious interpersonal process, leaders with high expectations lead their followers to success by enhancing their self-efficacy.
The self-fulfilling prophecy is a double-edged sword: As high expectations boost performance, low expectations can depress performance in a negative process dubbed the Golem effect. The word golem means "oaf or "dumbbell" in Hebrew and Yiddish slang. Managers who expect dumbbells get dumbbells. Experiments have shown that Golem effects can be mitigated by informing supervisors that subordinates with relatively low qualifications have high potential to succeed.
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Pygmalion effect in Management
- 1. PYGMALION IN MANAGMENT 17 XPGDM04 Bolekano Bokalo Nancy 17 XPGDM06 Deepak Kumar Srivastava 17 XPGDM08 Dzhamshed Istamkulov 17 XPGDM09 Ekta Shailendra 17 XPGDM11 Himamshu Narang 17 XPGDM17 Moomin Abubakari 17 XPGDM32 Trudy Tricia Dsouza
- 2. PYGMALION?
- 3. The Pygmalion effect, is the phenomenon whereby higher expectations lead to an increase in performance. The concept of Pygmalion leadership refers to a leader who uses a set of behaviors that help the managers achieve high performance expectations.
- 4. The Role Of Managers to Increase Performance Optimal development & utilization of work force that has high career aspirations. Training & motivating employees is one of the primary duties of a manager. High managerial expectations & welcoming attitudes are essential for effective team management. A managers belief in himself & his ability and hence in the ability of his team is necessary for success.
- 5. Play
- 6. Why are some managers better at motivating their team than others? Inherent self belief in themselves as managers & trainers. Confident in their ability to select the right candidate for the job. Taking ownership of the job & the team allows them to be extremely involved in all projects undertaken by the subordinates.
- 7. Metropolitan Life Insurance Company Alfred Oberlander, one of the managers of Metropolitan Life Insurance Company observed that outstanding insurance agencies not only grew faster but the new insurance agents performed better in outstanding agencies than in poor agencies, regardless of their sales aptitude. He decided to group his superior men in one unit to stimulate their performance and to provide a challenging environment in which to introduce new salesman. He made 3 teams: One with best assistant manager and best agents (Super-staff) Another with average assistant manager and average agents Third with least able manager and low performing agents
- 8. Results Though productivity of “super-staff” improved dramatically, the productivity of men in the lowest or the third unit actually declined. The “average” unit proved to be an exception as it’s productivity increased significantly because it’s manager believed that he was not less capable of the “super-staff” managers. As a result the productivity of the middle group increased substantially.
- 9. The Pygmalion Effect Managers communicate expectations consciously or unconsciously. Subordinates “pick up” on these expectations from their manager. Subordinates perform in ways that are consistent with the expectations.
- 10. Pygmalion Management Stated simply, your expectations of the people that report to you dictates how you treat them and ultimately, how they perform. If you truly and sincerely believe an employee is going to be a superstar, they will be! But on the other hand, if you believe they will be a failure, they will be.
- 11. Pygmalion Management ALL managers practice the Pygmalion Effect. Successful managers understand the effect, and channel it in a positive way. The key is what you expect and believe an employee is capable of. Pygmalion is a very well known, highly documented and proven management technique that gets results!
- 12. FINDINGS Self-efficacy is a person's belief in his or her ability to perform the actions necessary for success. The Pygmalion-at-work model suggests that having high expectations of your employees makes you behave towards them in a way that enhances their self-efficacy. Managers must keep in mind that self-fulfilling prophecies can cut both ways. If you have low expectations for your employees, you may be inadvertently hurting their performance by negatively impacting their self-efficacy.