Do you know what the Pygmalion effect in leadership is? - Manager's expectations can shape the team's actual results

In one company, the leader assigned two employees similar tasks. He made it clear to the first that he expects him to take responsibility and bring solutions, while he unwittingly assigned auxiliary tasks to the second with the message that he is "not yet ready for bigger challenges". After a few months, the former progressed and became a key member of the team, while the latter remained on the sidelines.

Such examples are not rare. The Pygmalion effect, the influence of the leader's expectations on the actual performance of the employees, often decides the development and results of the people in the team.

How much of the image a leader has of their employees' potential can shape their actual performance? More than you think, says Sandra Barjaktarovic, HR expert and consultant. In a conversation with eKapija, she reveals why a leader's expectations can become a self-fulfilling prophecy, either to the benefit or detriment of the team.

- The image that a leader has of the potential of his employees plays a crucial role in shaping the results and motivation of the team - says Sandra Barjaktarović.

Positive expectations trigger mechanisms of support, education and challenging tasks, while negative expectations limit growth as employees are assigned routine jobs with no room for development. The result is lower engagement and lower self-confidence of employees.


Where do leaders go wrong?

According to the interviewee, leaders often unconsciously set low expectations or favor individuals, thus neglecting the rest of the team.

- Employees then remain unsure of their value if the manager does not clearly express his trust and does not provide constructive feedback. A leader can overlook the potential of employees if he relies only on current results and not on the ability to learn and progress - she points out.


How can the Pygmalion effect become a tool rather than an unconscious trap?

Sandra Barjaktarovic believes that the key is in the conscious use of this effect.

- This can be by setting ambitious goals, during which managers should encourage team members to high performance through clearly defined and inspiring goals, but also with realistic support in their achievement. This must be accompanied by trust, which encourages greater motivation and engagement among individuals - she states.

She adds that it is important to provide feedback regularly.

- Regular feedback sessions and development discussions and plans are also a tool, where it is necessary to take care that the Pygmalion effect can become a trap if expectations are not based on real capabilities. That's why employees need specific feedback. Organizations should build their culture on the principles of trust and growth because positive expectations from people must be part of the organizational culture that encourages learning, innovation and professional development - our interlocutor explains.

She believes that leaders can recognize their own biases, but with effort and self-reflection.

- Leaders should ask themselves how they perceive their team members and critically examine whether they unconsciously favor certain people or draw conclusions without sufficient data.

Barjaktarovic suggests using objective performance indicators instead of subjective impressions, open one-on-one conversations and continuous education of managers about different approaches to people development.

- Open conversations with team members can be helpful as well as one-on-one conversations providing honest insight into the team atmosphere. Then, continuous education and knowledge of different perspectives and management concepts that I can use in my work with people in order to positively influence them. Additionally, leaders should be willing to adapt their management style to unleash the full potential of employees, rather than clinging to preconceived notions. The real strength of leadership lies in the ability to continuously learn and adapt. Leaders who are ready to question their beliefs create teams that grow, innovate and achieve exceptional results - says our interlocutor.


The role of HR in raising awareness of the Pygmalion effect

HR can play a key role through education and training for managers on the importance of expectations they have for their team. The interlocutor also recommends the development of mentoring and coaching programs.

- First step, of course, is the education and training of managers on the subject of the effects of their expectations on the performance of employees, with a focus on recognizing their own unconscious biases and developing positive communication. Then comes the development of affirmative leadership through tailor-made trainings on how to use motivational speech, positive feedback and encouraging employees through clear communication of expectations. Also, fostering mentoring relationships between managers and employees, where positive expectations lead to constructive guidance and support. The development of a culture of continuous learning is also important, as is the creation of personalized employee development plans based on their abilities and potential - he explains.

However, she stresses that there is no universal recipe.

- Everything depends on the environment, culture and maturity of the team. From my perspective, coaching and mentoring programs are among the most effective methods because they enable direct work with employees and strengthening of mutual trust - he adds.

Finally, Barjaktarovic has a message for the leaders: "Trust your team. Having high and positive expectations, that they will solve a challenging task or overcome an obstacle, will most often lead to them meeting and even exceeding those expectations."

Ivana Zikic