MORE IDEAS FROM The Pygmalion Effect: Proving Them Right
Many people have stories of achieving something great because someone had high expectations of them. The concept of the Pygmalion Effect is that expectations will influence performance and become a self-fulfilling prophecy.
The term "Pygmalion effect" comes from studies done in the 1960s on the effect of teacher's expectations on students' IQ. If teachers had high expectations, would pupils live up to them? Although the conclusion was that the effects were negligible, the idea is widespread.
The expectations people have of us affect us in many hidden ways. Their expectations can dictate the opportunities we are offered, how we are spoken to, and the praise and criticism that comes to us. These nudges might influence our success in life.
The Pygmalion effect can then serve as a reminder to be aware of the potential influence of our expectations.
The Pygmalion effect suggests that other people's expectations can influence how we think, how we act, how we view our capabilities, and what we achieve.
In Pygmalion in Management, J. Sterling Livingston writes that managers have the ability to lower or increase the performance of their subordinates by how they treat them. If their expectations are low, productivity is likely to suffer. If managers expectations are high, productivity is likely to be excellent.
The Pygmalion effect is where an individual’s performance is influenced by others’ expectations.
In other words, higher expectations lead to higher performance.
However, the Pygmalion effect specifically refers to how our expectations of others affect our behavior towards them.
In turn, this can contribute to higher performance.
The process of becoming a leader is a demanding journey of continual learning and self-development.
The trials involved in becoming a first-time manager can have serious consequences. The organisation can suffer human and financial costs when an individual with strong performance and qualifications is promoted but fails to adjust successfully to management responsibilities.
The failures are not surprising, given how difficult it is to transition. Many books describe successful leaders, but few address the challenges of learning to lead.
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