Pygmalion in Management (HBR Classic) (HBR OnPoint Enhanced Edition)

The author uses George Bernard Shaw's novel 'Pygmalion' as an metaphor to explain how managers can treat their subordinates in a way that leads to superior performance. The author's assumption is that "if managers' expectations are higher, productivity is likely to be excelllent. If their expectations are low, productivity is likely to be poor." However, according to Sterling Livingston, this phenomenon is not widely understood. In order to prove his case the author first discusses the impact of managerial expectations on productivity. But it is almost impossible for managers to mask low expectations from their subordinates. In fact, managers are more effective in communicating low expectations to their subordinates than in communicating high expectations to them. But managers' high expectations also have to past the test of reality: the expectations have to realistic and achievable. And the foundation for realistically high managerial expectations is the manager's ability to train and motivate subordinate. Research shows that managerial expectations have their most magical influence on young people. These young people base their own aspirations and the expectations of their superiors on the "reality" of past performance. And unless they have an outstanding record, it will become more and more difficult for them to generate mutually high expectations. So what should we do? Since a young person's first years are critical for future performance, they should be assigned to the most effective teachers. But these teachers should not typically be first-line managers; they should be experienced middle managers and upper-level executives. ".. if they are skillful and have high expectations, subordinates' self-confidence will grow, their capabilities will develop, and their productivity will be high." Or, in short, "the manager is Pygmalion."

Yes, this is a great article. It discusses a very important phenomenon - the impact of managerial expectations and behavior on productivity. The more positive the expectations, the more positive the results. This conclusion is very much in line with one of the latest business bestsellers - Daniel Goleman's 'Primal Leadership' (2002). Goleman uses different terminology, but just like Sterling Livingston, he also believes that emotional leadership drives performance. Monumental article which has to be read by leaders, managers, and MBA-students. The author uses simple business US-English.