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Pygmalion and Employee Learning: The Role of Leader Behaviors
Abstract and Figures
The aim of this study was to investigate which leader behaviors mediate the relationship
between leader expectations and employee engagement in learning activities. Based on
Rosenthal’s Pygmalion model, five potential mediators of the Pygmalion effect were distinguished:
leader–member exchange relationship, goal setting (i.e., goal specificity, goal difficulty),
providing learning opportunities, and feedback. Data from 904 manager–subordinate
dyads in six organizations showed that leader expectations were related to employee engagement
in learning activities. Goal specificity, goal difficulty, and providing learning opportunities proved
to be mediators. These findings suggest that goal setting lies at the heart of the Pygmalion effect.
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... The strength of these relationships has significant effects on both the individual and organisational levels (Aggarwal et al., 2020). Research demonstrates that workers in high-quality LMX partnerships experience more chances for professional development and demanding tasks than those in low-quality partnerships (Bezuijen et al., 2009;Liden et al., 1997) and also have rapid progression in their careers (Bezuijen et al., 2009;Wakabayashi et al., 1988). A high-quality LMX connection, or a relationship based on trust, respect, and duty between a leader and follower, is represented by a pleasant, socially and emotionally charged environment (Bezuijen et al., 2009;Graen & Uhl-Bien, 1995). ...
... The strength of these relationships has significant effects on both the individual and organisational levels (Aggarwal et al., 2020). Research demonstrates that workers in high-quality LMX partnerships experience more chances for professional development and demanding tasks than those in low-quality partnerships (Bezuijen et al., 2009;Liden et al., 1997) and also have rapid progression in their careers (Bezuijen et al., 2009;Wakabayashi et al., 1988). A high-quality LMX connection, or a relationship based on trust, respect, and duty between a leader and follower, is represented by a pleasant, socially and emotionally charged environment (Bezuijen et al., 2009;Graen & Uhl-Bien, 1995). ...
... Research demonstrates that workers in high-quality LMX partnerships experience more chances for professional development and demanding tasks than those in low-quality partnerships (Bezuijen et al., 2009;Liden et al., 1997) and also have rapid progression in their careers (Bezuijen et al., 2009;Wakabayashi et al., 1988). A high-quality LMX connection, or a relationship based on trust, respect, and duty between a leader and follower, is represented by a pleasant, socially and emotionally charged environment (Bezuijen et al., 2009;Graen & Uhl-Bien, 1995). Thus, the effect of LMX is posited to be vital for studying the Pygmalion orientation. ...
Pygmalion-oriented leaders and Leaders Member Exchange (LMX) are the essential antecedents of employees' perception in an organisation, but they are less examined in prior research. Thus, this study examines the employees' view of Pygmalion-oriented leaders and LMX as it might pose a dyadic presentation. This study followed the positivist epistemology. A descriptive and causal research design has been used in this study. One hundred forty employees from commercial banks participated in this study. Responses were collected using a convenience sampling method. The study used correlation and regression to study the Pygmalion effect and LMX impact in shaping employees' perceptions. The findings of the study postulate that the Pygmalion-oriented leader and positive LMX have a significant impact on shaping the employees' perception. The findings of the study show that the Pygmalion effect and Leader Member Exchange has a considerable impact upon shaping the employees' perception. This study's findings apply to the Nepalese context, specifically in the banking sector and the banking and financial institutions (BFIs) of Nepal. This study is imperative for accentuating the role of the Pygmalion effect and the essence of LMX in managing the BFIs and other big institutions of Nepal.
... The adapter module reduces to a scalar function if it operates only on top of the pretrained model's predictions, such as the case for self-negating and self-fulfilling prophecies [8,4], or reflection effects [54]. At the same time, the mechanism mapping X to Y could be arbitrarily complex, and X be high dimensional, such as for image or text. ...
With the widespread deployment of deep learning models, they influence their environment in various ways. The induced distribution shifts can lead to unexpected performance degradation in deployed models. Existing methods to anticipate performativity typically incorporate information about the deployed model into the feature vector when predicting future outcomes. While enjoying appealing theoretical properties, modifying the input dimension of the prediction task is often not practical. To address this, we propose a novel technique to adjust pretrained backbones for performativity in a modular way, achieving better sample efficiency and enabling the reuse of existing deep learning assets. Focusing on performative label shift, the key idea is to train a shallow adapter module to perform a Bayes-optimal label shift correction to the backbone's logits given a sufficient statistic of the model to be deployed. As such, our framework decouples the construction of input-specific feature embeddings from the mechanism governing performativity. Motivated by dynamic benchmarking as a use-case, we evaluate our approach under adversarial sampling, for vision and language tasks. We show how it leads to smaller loss along the retraining trajectory and enables us to effectively select among candidate models to anticipate performance degradations. More broadly, our work provides a first baseline for addressing performativity in deep learning.
... Moving beyond the Pygmalion effectwhich links high leader expectations with positive self-concepts in employees (e.g. Bezuijen et al., 2009;Karakowsky et al., 2012;Tierney and Farmer, 2004)our research adopts the JD-R framework to explore how LHPE can both motivate and strain employees, providing a more comprehensive view of its outcomes. The JD-R framework (Bakker and Demerouti, 2007) allows us to conceptualize LHPE as both a job resource and a job demand, highlighting its dual potential to enhance performance through motivation and to impact health through work strain. ...
Purpose
Leader high performance expectation (LHPE) as a performance management practice is becoming more common in today’s business environment, with managers setting ambitious goals to motivate employees to excel at their jobs. This study aims to critically examine LHPE as a performance management practice within contemporary organizations, focusing on whether LHPE has opposing effects on employee performance and health, as well as how servant leadership can improve the benefits of LHPE while lowering its costs.
Design/methodology/approach
A path analysis of data from a three-wave survey of 416 full-time employees was used to test our hypotheses.
Findings
LHPE has opposing effects on employees via two distinct pathways: motivational effects on employee performance via harmonious work passion and strain effects on employee health via work strain. In the face of LHPE, servant leadership can assist in achieving a mutual gain between employee performance and health.
Originality/value
This study contributes uniquely to the field of employee relations by offering a comprehensive analysis of LHPE’s dual effects. It moves beyond traditional views that focus on singular outcomes, providing a deeper understanding of how LHPE can both motivate and strain employees. Highlighting servant leadership’s role signifies a novel approach to managing LHPE’s complexities, presenting valuable insights for HR practitioners and organizational leaders. This research underlines the importance of balancing performance expectations with employee well-being, aligning with modern perspectives on positive employment relationships.
... Valverde-Moreno et al. (2020) observed that the two important aspects of goal-setting are goal complexity and goal specificity since they have the most effects on behaviour (Hamari et al., 2018). Goal specificity is the extent to which a goal is plainly expressed and detailed, whereas goal difficulty is the degree of difficulty that a person experiences in reaching his or her goals (Bezuijen et al., 2009;Locke & Latham, 2020). People will put in the most effort to achieve the highest or most difficult goals, according to Locke and Latham (2020). ...
Participatory decision-making (PDM) in an organisation is critical to
employees' performance. Stemming from goal-setting theory, this research
examines the dimensions of participatory decision-making and employee
performance in the health sector from a developing economy's perspective.
The study employed an explanatory research design rooted in a positivist
philosophical orientation and 460 employees were selected using a stratified
random sampling technique. Primary data was collected using a validated
questionnaire and analysed using Partial Least Square-Structural Equation
Modeling. Overall, the study revealed that participatory decision-making
significantly relates to the performance of health workers. Specifically, both
the depth and scope of participatory decision-making are significantly
related to employee performance in the health sector. However, there was a
non-significant relationship between forms of participatory decision-making
and health workers' performance. The study concluded that the depth and
scope of participatory decision-making are very necessary for enhancing
employee performance in the health sector. The findings alerted the
management of health facilities to encourage participatory decision-making
among nurses at the various health facilities. Management should consider
the level at which employees are engaged in the decision-making process
Purpose
The primary purpose of this study is to investigate the relationship between leader bottom-line mentality (BLM) and employee innovative behavior, which may be interpreted by employees’ perceived creativity expectations and moderated by employee time orientation.
Design/methodology/approach
A multi-wave and multi-source questionnaire survey with 259 paired Chinese employee–leader dyads provided data to test the theoretical model. Hypotheses were tested with Statistical Package for the Social Sciences (SPSS).
Findings
Consistent with hypotheses, leader BLM reduces employees’ perceived creativity expectations and thus inhibits employees’ innovative behavior, and this effect is stronger for employees with short-term orientation.
Practical implications
Our findings highlight the negative influences of leader BLM on innovative behavior and the buffering role of employees’ long-term orientation. Organizations may incorporate BLM in leadership promotion and evaluation and provide corresponding training for leaders to overcome BLM. In addition, long-term orientation can be a valuable indicator in employee recruitment and selection.
Originality/value
This study contributes to a new theoretical perspective of the Pygmalion effects for understanding leader BLM’s influence on employee innovative behavior.
Purpose
The purpose of this study is to ascertain the role of servant leadership in promoting employees’ engagement in learning activities. Additionally, the study is intended to explicate the mediating role of employees’ promotion focus relating servant leadership to employees’ engagement in learning activities.
Design/methodology/approach
Data was collected from 401 manager–subordinate dyads employed in the Pakistani software industry located in Karachi in two phases which were conducted two months apart. The data analysis was done through hierarchical regression.
Findings
The study found that servant leadership was related to promotion focus and employees’ learning engagement. The study also found promotion focus was related to employees’ learning engagement. Finally, the results revealed promotion focus mediates the relationship between servant leadership and employees’ learning engagement.
Originality/value
The study unearthed the previously unexplored role of servant leadership in affecting employees’ engagement in learning activities. Additionally, the study explicated how servant leadership affects employees’ promotion focus to motivate employees’ learning engagement.
Розвиток персоналу не менш важливий для кадрової та економічної безпеки компанії, ніж фінансова мотивація. Саме тому HR-маркетингові стратегії соціально-відповідаль- ного бізнесу спрямовані в бік гармонізації особистого та професійного зростання праців- ників, стимулюючи їх навчання, саморозвиток, підвищення кваліфікації, самореалізацію в усіх сферах життя. В цьому менеджмент дуже подібний до педагогіки, оскільки експе- риментує з різноманітними освітніми підходами, системами та технологіями. Розподіл
навичок на soft skills та hard skills з’явився завдяки зусиллям педагогів, проте свого роз- квіту зазнав саме завдяки зацікавленості з боку комерційних структур, повернувшись до закладів освіти саме завдяки широкій зацікавленості з боку активної громадськості. Дер- жавний сектор та бізнес у цьому плані крокують поруч, задаючи одне одному нові тренди та пріоритети. Не стали винятком й сучасніші погляди на базові компетенції успішної
людини, які набули поширення під назвою meta skills або «тонкі навички», що обумовлю- ють схильність людини до засвоєння нової інформації, що впливає на її адаптивність за умов стрімких змін сьогодення. До числа meta skills належать різноманітні вміння,
які умовно можна розподілити на чотири великі категорії: самоменеджмент, новатор- ство, соціальний інтелект та конкурентоздатність на ринку праці. Кожна з них має свої складники, проте найголовніше – усі вони піддаються тренуванню. В цій публікації роз- глянуто оригінальний підхід до класифікації meta skills, що поєднує найкращі європейські практики, а також наведено ефективні способи їх розвитку серед дорослих та молоді, відпрацьовані під час тренінгів, лекцій, майстер-класів та менторства. Проаналізовано зацікавленість аудиторії до вивчення meta skills, мотивацію молоді та дорослих, аргументовано послідовність вивчення у напрямку self-management, innovation, social intelligence, employability та запропоновано алгоритм навчання.
This review article primarily deals with the Pygmalion effect (Rosenthal & Jacobson, 1968) to correlate teachers’ expectations and students’ academic performance. Using local and international studies, this analysis employed meta-analysis following directed content analysis (DCA), revealing that the correlation between teachers’ expectations and students’ academic performance is generally consistent with the Pygmalion effect, with supporting notions on ZPD (Vygotsky, 1978) and positive psychology (Seligman, 2000). The results suggest collective emphasis of its influence in English classrooms, particularly in enhancing student linguistic performance through positive teacher expectations. Significantly, a framework emerged based on these results, explaining the influence of teachers’ high and low expectations on students’ academic performance and the levels of academic performance achieved based on the degree of these expectations. Though it was stressed that the Pygmalion teachers’ expectations undoubtedly influence student motivation and performance, the framework also shows other factors: personal and institutional, unpacking the anti-Pygmalion effect counterclaiming that teachers do not always get what they have expected from their students. As an emotional classroom strategy, the framework also suggests capitalization on love to help shape students’ academic performance, along with ZPD and positive psychology.
Purpose
Leadership is an essential contributor to employee creative self-efficacy, and past research suggests a positive relationship between servant leadership and creative self-efficacy. However, the relationship is complex and contingent upon moderating variables, and this research examines the moderating effect of role clarity by drawing on social exchange theory and social cognitive theory.
Design/methodology/approach
Data collected from a survey among 116 emergency room employees is used to test the research model using moderated ordinary least squares regression.
Findings
The results confirm a positive relationship between servant leadership and creative self-efficacy and suggest a U-shaped relationship between role clarity and creative self-efficacy. Furthermore, role clarity positively moderates the relationship between servant leadership and creative self-efficacy.
Research limitations/implications
The sample used for this research mainly consisted of highly educated employees within a specific setting. Future research is needed to study if the relationships found in this research can be generalized to other organizational settings.
Practical implications
This research suggests that leaders can support employees' creative self-efficacy through servant leadership, particularly when coupled with high role clarity.
Originality/value
Rapidly changing work environments are characterized by decreased role clarity, so attention is needed to its moderating role on the relationship between servant leadership and creative self-efficacy.
تسعى هذه الدراسة الى معرفة العلاقة بين المتغير المستقل المتمثل بالتعلم التنظيمي بابعادهِ ( التعلم بالتفكير، التعلم بالتجربة، التعلم مع الزملاء، التعلم مع المشرف) , مع المتغير التابع المتمثل بالثبات ألاستراتيجي بأبعادهِ (ردع التهديدات، طمأنة الحلفاء، تطوير قدرات العاملين). أجريت هذه الدراسة على عينة قصدية مكونة من (97) مستجيباً تضمنت مدراء ألاقسام والشعب في المديرية العامة لتربية محافظة النجف ألاشرف وذلك للدور الكبير والفعّال الذي تمارسه هذه المديرية في حركة التربية والتعليم في المحافظة بصورة خاصة والبلد بصورة عامة. لتحقيق أهداف الدراسة تم ألاعتماد على نموذج (Nikolova,etal,2014) لقياس أبعاد المتغير المستقل ( التعلم التنظيمي) ونموذج (الجنابي ,الذبحاوي, 2018) لقياس أبعاد المتغير التابع (الثبات ألاستراتيجي) , وأستخدمت الدراسة ألاستبيان كأداة رئيسة لجمع البيانات والمعلومات ولاجل معالجة البيانات والمعلومات تم أستعمال العديد من ألاساليب الاحصائية منها( الوسط الحسابي , ألانحراف المعياري , معامل المسار , معامل الفا كرونباخ) وأستخرجت النتائج بأستخدام البرنامج الحاسوبي الجاهز(Smart PLS).
The Pygmalion effect is a self-fulfilling prophecy (SFP) in which raising leader expectations boosts subordinate performance. Although attempts to produce Pygmalion effects have been successful repeatedly among men, attempts to produce Pygmalion effects with female leaders have yielded null results. Also, only 1 experiment has demonstrated the Golem effect (i.e., negative SFP in which low leader expectations impair subordinate performance). In 2 field experiments testing the SFP hypothesis among women leading disadvantaged women, experimental leaders were led to believe that their trainees had higher than usual potential. In reality, the trainees had been assigned randomly. Manipulation checks confirmed that the treatment raised leader expectations toward experimental trainees. Analysis of variance of performance detected the predicted SFP effects in both experiments. These were the first-ever experimental confirmations of SFP among women as leaders.
Uniting separate research streams on situational and dispositional goals, we investigated goal setting and goal orientation together in a complex business simulation. A specific learning goal led to higher performance than did either a specific performance goal or a vague goal. Goal orientation predicted performance when the goal was vague. The performance goal attenuated correlations between goal orientation and performance. The correlation between a learning goal orientation and performance was significant when a learning goal was set. Self-efficacy and information search mediated the effect of a learning goal on performance. Goal setting studies have their roots in organizational psychology, in contrast to research on goal orientation, which has roots in educational psychology. The focus of goal orientation studies is primarily on ability, whereas that of goal setting is on motivation. Consequently, the tasks used in goal setting research are typically straightforward for research participants, as the emphasis is primarily on effort and persistence. The tasks used in studies of goal orientation are usually complex, as the focus is on the acquisition of knowledge and skill. Performance is a function of both ability and motivation. Yet one research camp rarely takes into account findings by the other. The result is increasing confusion in the literature between a performance goal and a performance goal orientation; between the roles of situational as opposed to dis-positional goals as determinants of behavior; the circumstances in which a learning goal versus a learning goal orientation is likely to increase performance ; and whether goal orientation is a mod-erator of the goal-performance relationship. The purpose of the experiment reported here was to draw connections between these two related yet separate streams of work in organizational behavior , namely, goal setting and goal orientation.
Existing theory fails to provide strong and consistent prediction of individual job performance. This paper argues that the failure stems from a neglect of an important dimension of performance—the opportunity to perform—and the interaction of opportunity with known correlates of performance. A three dimensional interactive model of work performance is proposed; suggestions for future research and for managerial practice are offered.
This study examined protege characteristics that mentors reported were most influential when choosing a protege. Based on existing research, two variables were identified related to protege selection: perceptions regarding the protege's potential/ability and perceptions regarding the protege's need for help. The relationships of these two factors with perceived barriers to mentoring others, mentor advancement aspirations, and mentor gender were investigated. Data from 282 mentors revealed that mentors were more likely to choose a protege based on perceptions regarding the protege's ability/ potential than based on perceptions regarding the protege's need for help. Additionally, women were more likely to choose a protege based on the protege's perceived ability than were men. Copyright (C) 2000 John Wiley & Sons, Ltd.