The Pygmalion effect addresses the effects that a manager’s beliefs and attitudes have on their subordinates. This phenomenon can be explained through the idea of self-fulfilling prophecies (Livingston, 1988, p.4), which have been visible throughout various environments. Just as a teacher’s expectations affect the students’ performance, management expectations will have a notable bearing on employee performance. Simply put, we will get that which we expect. This applies regardless of how positive or negative the expectations are, as long as they are realistically achievable.
A business-setting coach can utilize this knowledge to set the coachee up for success. In order to establish the kind of atmosphere that promotes the achievement of high expectations, positive attitude and respect must be conveyed to the employee. It’s crucial to keep in mind that non-verbal communications (such as body language) can be a powerful way of projecting messages (Livingston, 1988, p.6). It is also of great importance that a manager has confidence in his own competence. When working with a coachee, a coach can utilize the Pygmalion effect by seeking out opportunities when he can express his expectations of the employee’s success. While keeping the goals attainable, the coach can show confidence in the employee’s abilities.
A coach can assume one of two motivating forces driving his employees: the desire to contribute and advance, or a wish to do as little as possible. Gaber refers to this as Theory Y and Theory X, respectively (1987, p100). By assuming either set of motivations, management pre-sets expectation of their employees, which can lead to self-fulfilling prophecies.
Gaber, B. (January 1987). I’m OK, You’re Theory X. Training, 99.
Livingston, J.S. (September – October 1988). Pygmalion in Management. Harvard Business Review, 3.
