Facilitating the Pygmalion effect: The overlooked role of subordinate perceptions of the leader

Abstract

For many years, the Pygmalion effect has served as a colourful, conceptual reminder of the power of supervisory expectations in enhancing subordinate performance. However, regardless of the myriad of studies that have sought to replicate this effect and identify its parameters, little attention has actually been paid to the processes underlying this phenomenon. Rather, the existing model implies that the subordinate is an 'always-willing', yet somewhat 'passive' recipient of Pygmalion-oriented leader efforts. Our theoretical paper unpacks the role of subordinate perceptions of the leader and considers how it can influence receptiveness to the leader's Pygmalion-oriented efforts. By revisiting and building upon the original Pygmalion model, we attempt to enrich our understanding of this phenomenon, as well as to offer insight into why not all Pygmalion leader efforts are equally successful.

Transformational leadership and employee voice behavior: A Pygmalion mechanism

“…For example, we found support for the positive relationship between leader voice expectation and employee voice behavior through voice role perception, suggesting that whether employees will incorporate a leader's expectations as part of role perception is critical to generate a Pygmalion effect on employees' behavior. Our findings thus provide empirical support for Karakowsky et al's () proposition that employees should play an active role in the Pygmalion process. To further support their proposition, our finding on the moderating effect of employees' personal identification with the leader suggests the importance of employees' perception of leaders in shaping the Pygmalion process.…”

“…To further support their proposition, our finding on the moderating effect of employees' personal identification with the leader suggests the importance of employees' perception of leaders in shaping the Pygmalion process. As “the link between leader support and subordinate self‐expectations remains largely a blank box with no real explanation for the conditions under which leader expectations and support can effectively trigger the Pygmalion effect” (Karakowsky et al, , p. 580), our study made the first attempt to design a field study to examine these potential boundary conditions. Our findings thus contribute a better understanding of the dynamic process between leaders and followers involved in the Pygmalion effect.…”

“…Pygmalion theory (Karakowsky, DeGama, & McBey ; White & Locke, ) also indicates that followers are not passive recipients of leaders' expectations but active agents who can determine whether they will accept and internalize leaders' expectations. As White and Locke () suggested, “Pygmalion effect may not be due to just the actions and behaviors of the leaders, but rather to an interaction between the leader and the followers” (p. 400).…”

Significance of Monitoring and Control for Employees’ Felt Trust, Motivation, and Mastery

“…On the basis of how employees perceive the expectations their management project at them, employees will be likely to internalize the positive or negative labels ascribed to them, and adjust their self-image, attitudes, and behavior accordingly (Daniels & Larson, 2001;Karakowsky et al, 2012;Mitchell & Daniels, 2003;Rosenthal & Jacobson, 1992). This self-fulfilling prophecy is often referred to as the Pygmalion effect (Karakowsky et al, 2012;Rosenthal & Jacobson, 1992), or its counterpart the Golem effect (Daniels & Larson, 2001;Mitchell & Daniels, 2003). If low or reduced levels of felt trust are interpreted as signs of low or reduced expectations toward their abilities, for instance, this may result in a reduced sense of mastery.…”

Are two cynics better than one? Toward understanding effects of leader-follower (in-)congruence in social cynicism

“…As leadership researchers have pointed out, focusing on leaders' or followers' variables in separation thus results in a fragmented understanding of leadership dynamics. To achieve a more complete picture, it is important to consider the beliefs of leaders and followers in tandem (Karakowsky, DeGama, & McBey, ). Indeed, it is one of the central characteristics of social beliefs that they are not always aligned across people but that people may have different views (Leung et al, ).…”