The Pygmalion Effect: High Expectations, High Performance

The Pygmalion effect occurs when a leader or authority figure has high expectations of their followers. It is a self-fulfilling prophecy in the sense that one's beliefs influence their behaviour, which in turn influences beliefs. 

What is the Pygmalion effect?

The Pygmalion effect operates in the manner of a virtuous loop. Simply put, we start with the assumption that our beliefs about an individual will influence our actions towards them. This, in turn, impacts their own beliefs about themselves, which in turn affects their actions. When we see these actions, it reinforces our beliefs about the person, causing us to treat the person in a certain way consistently.

The Pygmalion effect's history and context

Psychologists Robert Rosenthal and Lenore Jacobson were the first to investigate the effect. They conducted a study involving elementary school teachers and pupils. The psychologists theorised that if teachers believed their pupils were gifted, they would treat them differently.

The students had to undergo an IQ test at the start of the study. The teachers were not given the results. Instead, the psychologists chose a set of students at random to be "intellectual bloomers" for the study. 

They informed these teachers about these pupils before continuing with their school year. At the end of the year, the children completed another IQ test.

According to the findings of the study, all students improved their IQ. Students classified as "intellectual bloomers" showed statistically significant increases in IQ scores. The psychologists concluded that the teacher's behaviour and actions toward the pupils could affect their ability.

The Pygmalion effect in the classroom.

The Pygmalion effect in the workplace

While Rosenthal and Jacobson's research is centred on the classroom, the Pygmalion effect has also been noticed and studied in companies. 

In 1961, Alfred Oberlander, the manager of Metropolitan Life Insurance Company, carried out a similar experiment. He sent six of his best employees to work with his finest assistant managers and set major targets for them. This squad was dubbed the 'Super-Staff.' This group lived up to its nickname. 

Furthermore, another manager in charge of a team that was not designated super-staff did not believe this group was remarkable. She thought the team she headed was equally qualified and pushed those ideals upon her colleagues. The result: Her team outperformed the super-staff team by increasing productivity by a greater percentage.

What effect does it have on employee behaviour?

When applied correctly, the Pygmalion effect can affect employee behaviour and, ultimately, productivity. 

As shown by Metropolitan Life Insurance Company, leaders are more likely to regard and treat employees favourably when they assume an employee is a high performer. 

They may provide the employee with new opportunities and responsibilities if they believe the person can take on such roles. They may also provide better feedback and be more supportive to the individual.

When workers are aware of their leader's expectations, they are more likely to act in a way that satisfies or even exceeds those expectations. This establishes a positive feedback loop where the manager continues to see the worker as a high performer since they meet the manager's expectations. As a result, the process is restarted. 

The Pygmalion effect's disadvantages

While the Pygmalion effect might have a favourable impact on certain employee behaviours, it can also have an unintended impact on other employees. 

For example, managers who provide extra help to certain employees may ignore other team members. As a result, these managers may impede the other employees' ability to grow and perform.

Additionally, other employees may perceive the leaders' acts as favouritism and unfair. This makes other employees feel unmotivated at work, which leads to poor performance. This confirms the leader's perception that these workers are less motivated and effective than their favoured top performers.

Oberlander's research discovered that the performance of lesser performers deteriorated during the experiment. Furthermore, attrition increased among this group. This illustrates that such techniques are inherently risky.

How to use the Pygmalion effect to lead

Leaders who can capitalise on the pygmalion effect may see their team members perform above average. Nevertheless, as a leader, your lofty expectations of an employee must be based on genuine belief. 

This is because our actions can express more than our words. If we do not think someone is a great performer, our actions will most likely communicate this to that person. As a result, leaders should reflect on how they perceive their team members. Here are some pointers for using your beliefs to maximise the pygmalion effect:

• Determine the positive traits each of your team members brings to the table.

• Allow your staff to take on challenging assignments.

• Encourage a healthy environment by providing plenty of feedback.

• Finally, be aware of your perceptions and behaviours.

Keep in mind that as a manager, you risk alienating people who you perceive are underperforming. To reduce this risk, cultivate self-awareness and be attentive to how you approach interactions with your team members. This could help you transform a disgruntled team member into a key player.