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31.07.2025.|
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Copy linkThe Hawthorne Effect in Business: Why Employees Perform Better When Leaders Pay Attention
Nearly 100 years ago, a group of factory workers at Western Electric unknowingly changed the course of organizational psychology. A study initially designed to examine the impact of lighting on productivity revealed something far more enduring: employees work better when they feel seen. This phenomenon, now known as the Hawthorne Effect, has gained renewed relevance in today’s workplace—where presence and attention are rarer than perks.
Although often cited in management textbooks, its true power is frequently overlooked in practice. According to psychologist and leadership advisor Tanja Pureta, founder of Zagreb-based consultancy Ramiro, the Hawthorne Effect remains a vital asset for modern leaders.
- The Hawthorne Effect was discovered by accident, just like penicillin. And just as penicillin changed medicine, this insight transformed how we understand work. The attention a leader gives employees can have more impact on motivation and productivity than any physical workplace condition, says Pureta.
In experiments led by psychologist Elton Mayo at Western Electric’s Hawthorne Works in the 1920s, worker productivity rose with every change to working conditions—even when the conditions objectively worsened. The key driver? The workers felt someone genuinely cared about their work and well-being.
- In every one of the 300+ organizations I’ve worked with, I’ve seen the same outcome, Pureta adds. When managers take a real interest in employees—their tasks, progress, and challenges, it significantly improves performance.
Presence Doesn’t Mean Micromanagement
Despite its proven value, many leaders still misinterpret the Hawthorne Effect. Some dismiss attention to employees as a waste of time, hoping for a formula or app to drive performance without their involvement. Others take the opposite route and resort to micromanagement, treating employees like machines to monitor and control.
Attention as a Systematic Practice, not just a One-off
For attention to be a lasting source of motivation, it must become a structured part of leadership—not just an occasional gesture. Pureta offers practical recommendations for managers:
The Line Between Attention and Indulgence
Finally, she cautions against confusing attention with leniency. Some managers try to win employees over with endless empathy and informal friendships, hoping for loyalty in return. But what teams really need are leaders—those who set clear expectations, offer support, and encourage growth.
In the end, the Hawthorne Effect is not about control or excessive empathy. It's about showing real, consistent, and purposeful attention. That’s a leadership skill still being learned—and the one that makes all the difference.
Ivana Zikic
Although often cited in management textbooks, its true power is frequently overlooked in practice. According to psychologist and leadership advisor Tanja Pureta, founder of Zagreb-based consultancy Ramiro, the Hawthorne Effect remains a vital asset for modern leaders.
- The Hawthorne Effect was discovered by accident, just like penicillin. And just as penicillin changed medicine, this insight transformed how we understand work. The attention a leader gives employees can have more impact on motivation and productivity than any physical workplace condition, says Pureta.
In experiments led by psychologist Elton Mayo at Western Electric’s Hawthorne Works in the 1920s, worker productivity rose with every change to working conditions—even when the conditions objectively worsened. The key driver? The workers felt someone genuinely cared about their work and well-being.
- In every one of the 300+ organizations I’ve worked with, I’ve seen the same outcome, Pureta adds. When managers take a real interest in employees—their tasks, progress, and challenges, it significantly improves performance.
Presence Doesn’t Mean Micromanagement
Despite its proven value, many leaders still misinterpret the Hawthorne Effect. Some dismiss attention to employees as a waste of time, hoping for a formula or app to drive performance without their involvement. Others take the opposite route and resort to micromanagement, treating employees like machines to monitor and control.
Both extremes miss the point. Genuine presence means understanding and supporting people—not evaluating or hovering. It’s about creating a work environment where employees feel valued, not supervised.
For attention to be a lasting source of motivation, it must become a structured part of leadership—not just an occasional gesture. Pureta offers practical recommendations for managers:
- Believe in the purpose – A manager aligned with organizational goals naturally inspires others.
- Trust your team – Provide clarity, support, and information.
- Focus on growth, not mistakes – Treat errors as learning moments.
- Listen with intention – Active listening builds credibility.
- Hold regular, open conversations – Both team-wide and one-on-one, focused on goals, challenges, and ideas.
The Line Between Attention and Indulgence
Finally, she cautions against confusing attention with leniency. Some managers try to win employees over with endless empathy and informal friendships, hoping for loyalty in return. But what teams really need are leaders—those who set clear expectations, offer support, and encourage growth.
In the end, the Hawthorne Effect is not about control or excessive empathy. It's about showing real, consistent, and purposeful attention. That’s a leadership skill still being learned—and the one that makes all the difference.
Ivana Zikic
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