Implanting pygmalion leadership style through workshop training: Seven field experiments

Dov Eden, Dvorah Geller, Abigail Gewirtz, Ranit Gordon-Terner, Irit Inbar, Moti Liberman, Yaffa Pass, Iris Salomon-Segev, Moriah Shalit

Research output: Contribution to journalArticlepeer-review

74 Scopus citations

Abstract

Manager training in Pygmalion Leadership Style (PLS) was evaluated in seven field experiments. PLS is manager behavior that conveys high performance expectations to subordinates, creates a supportive climate, and attributes subordinate successes to stable, internal causes. The training workshop was developed across the seven experiments from a one-day familiarization experience to a three-day program that included learning Pygmalion concepts, skill-practice exercises, planning implementation, and follow-up sessions. In all seven experiments, questionnaires measured leader and follower perceptions; in three, performance data were also analyzed. There was little evidence that the workshops influenced leaders or followers. Meta-analysis of 61 effects in the seven experiments yielded a small mean effect size r =. 13, p <. 01. The contrast between this small effect and the medium-to-large effect produced by previous Pygmalion experiments is discussed in terms of the efficacy-effectiveness distinction. Ideas for improving attempts to get managers to be Pygmalions are discussed.

Original languageEnglish (US)
Pages (from-to)171-210
Number of pages40
JournalLeadership Quarterly
Volume11
Issue number2
DOIs
StatePublished - Jun 1 2000
Externally publishedYes

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