Problems with the pygmalion effect and some proposed solutions

Abstract

Over the last few decades, the Pygmalion effect (i.e., the finding that leader expectations for subordinate performance can subconsciously affect leader behavior and subordinate performance) has been explored extensively. Numerous studies have clarified the effect, and mediating mechanisms of leadership and self-expectations have been identified. However, a number of factors limit the application of the Pygmalion effect to the workplace. These include its lack of generalizability to women and established work groups, its subconscious nature, the ethical questions surrounding the deceptive procedure used to create the effect, and the failure of Pygmalion training. The primary purpose of this article is to present a review of these problems and to offer suggestions for dealing with them.