Pygmalion Effect
The pygmalion effect tells managers how to get average or low performers to achieve better. The history of the pygmalion effect is provided, alongside its advantages and drawbacks, and illustration of how it can be implemented and measured.
Technique Overview
Pygmalion Effect Definition
The Pygmalion Effect refers to the psychological phenomenon where higher expectations from others lead to improved performance. When a leader, teacher, or coach believes in an individual’s potential, their attitudes and behaviours - often unconsciously - communicate these beliefs, positively influencing the individual’s motivation, self-belief, and outcomes (Rosenthal & Jacobson, 1968; Eden, 1990).
Pygmalion Effect Description *
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Business Evidence
Strengths, weaknesses and examples of Pygmalion Effect *
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Business Application
Implementation, success factors and measures of Pygmalion Effect *
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Professional Tools
Pygmalion Effect videos and downloads *
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Further Reading
Pygmalion Effect web and print resources *
Pygmalion Effect references (4 of up to 20) *
- Baer, M., Dirks, K.T. and Nickerson, J.A. (2015) ‘Microfoundations of strategic problem formulation’, Academy of Management Perspectives, 27(2), pp. 193–213.
- Benabou, R. and J.Tirole (2003) Intrinsic and Extrinsic Motivation, Review of Economic Studies, Vol.70, pp.489-520.
- Binyamin, G. (2020) ‘Do leader expectations shape employee service performance? Enhancing self-expectations and internalization in employee role identity’, Journal of Management & Organization, 26(4), pp. 536–554. https://doi.org/10.1017/jmo.2017.68
- Daido, K and Itoh, H. (2005) The Pygmalion Effect: An Agency Model with Reference Dependent Preferences. CESifo Working Paper Series No. 1444.
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