TY - JOUR
T1 - Implanting pygmalion leadership style through workshop training
T2 - Seven field experiments
AU - Eden, Dov
AU - Geller, Dvorah
AU - Gewirtz, Abigail
AU - Gordon-Terner, Ranit
AU - Inbar, Irit
AU - Liberman, Moti
AU - Pass, Yaffa
AU - Salomon-Segev, Iris
AU - Shalit, Moriah
PY - 2000/6/1
Y1 - 2000/6/1
N2 - 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.
AB - 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.
UR - http://www.scopus.com/inward/record.url?scp=0042527839&partnerID=8YFLogxK
U2 - 10.1016/S1048-9843(00)00042-4
DO - 10.1016/S1048-9843(00)00042-4
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AN - SCOPUS:0042527839
SN - 1048-9843
VL - 11
SP - 171
EP - 210
JO - Leadership Quarterly
JF - Leadership Quarterly
IS - 2
ER -