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Pygmalion Effect (Self-Fulfilling Prophecy)

The document discusses the Pygmalion effect, also known as a self-fulfilling prophecy, where one's expectations of others can influence others' behavior and performance. Managers who have high expectations of subordinates tend to treat them in a way that helps the subordinates fulfill those expectations, improving their performance. In contrast, managers with lower expectations see poorer performance from subordinates, as the expectations are not reinforced through the manager's actions. Subordinates typically perform at the level they believe is expected of them by their manager.

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Arun Kumar
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153 views7 pages

Pygmalion Effect (Self-Fulfilling Prophecy)

The document discusses the Pygmalion effect, also known as a self-fulfilling prophecy, where one's expectations of others can influence others' behavior and performance. Managers who have high expectations of subordinates tend to treat them in a way that helps the subordinates fulfill those expectations, improving their performance. In contrast, managers with lower expectations see poorer performance from subordinates, as the expectations are not reinforced through the manager's actions. Subordinates typically perform at the level they believe is expected of them by their manager.

Uploaded by

Arun Kumar
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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Pygmalion effect

(Self-fulfilling prophecy)

1
Our Actions
(toward others)
Influence Impacts

Others’ Beliefs
Our Beliefs
(about us)
(about ourselves)

Others’ Actions Cause


Reinforce
(toward us)

2
POWERFUL INFLUENCE
OF EXPECTATIONS

3
WHAT MANAGERS' EXPECT OF THEIR
SUBORDINATES AND THE WAY THEY TREAT
THEM LARGELY DETERMINE SUBORDINATES'
PERFORMANCE

4
A UNIQUE CHARACTERISTICS OF
SUPERIOR MANAGERS IS THE
ABILITY TO CREATE HIGH
PERFORMANCE EXPECTATIONS
THAT SUBORDINATES FULFIL

5
LESS EFFECTIVE MANAGERS
FAIL TO DEVELOP SIMILAR
EXPECTATIONS AND THE
PRODUCTIVITY OF THEIR
SUBORDINATES SUFFER

6
SUBORDINATES, MORE OFTEN THAN NOT,
APPEAR TO DO WHAT THEY BELIEVE
THEY ARE EXPECTED TO DO

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