High expectations lead to improved behavior and performance in a given area. Robert Rosenthal, a behavioral psychologist, first examined the Pygmalion Effect in 1968.
The idea behind the Pygmalion Effect is that increasing the leader’s expectation of the follower’s performance will result in better follower performance. Followers with high expectations internalize their positive labels, and those with positive labels succeed accordingly.
While we use the term “leaders” and “followers”, The Pygmalion effect can also affect individuals between their “subconscious” and “conscious” or can impact entire groups and organizations, rather than individuals.
The Pygmalion effect is a self-fulfilling prophecy
Others’ beliefs about us become true because their belief impacts how we behave. Pre-existing beliefs lead to reinforcement by the person with the expectations, and the person who is being expected from, increasing the likelihood that success will ensue.
Rosenthal identified four factors that influence the Pygmalion effect
- Climate – the atmosphere created by leaders
- Feedback – the type of response the leader gives to the follower
- Input – the effort or energy the leader invests
- Output – the tendency for leaders to call on “good” followers more often, or encourage them to be more responsive
The Pygmalion Effect works in a cycle
- Others’ expectations about us influence their behavior towards us
- Their behavior towards us influences how we see ourselves
- How we see ourselves impacts our own behavior
- Our behavior towards others influences their beliefs, reinforcing their expectations (and back to 1)
The Pygmalion Effect suggests that we do better when more is expected of us. People in positions of influence need to be careful of managing and mediating their expectations. Such bias can influence expectations of others and impose unfair or stereotypical labels on them.
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