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| Author: | Livingston, J.S. |
| Title: | Pygmalion in management (classic) |
| Journal: | Harvard Business Review
2003 : JAN, VOL. 81:1, p. 97-106 |
| Index terms: | Human resource management Managers Skills Employees Perception Companies USA |
| Language: | eng |
| Abstract: | J. Sterling Livingston draws on numerous case studies and other research to demonstrate the importance of managerial expectations to individual and group performance. Consider the insurance executive who identified his six best agents and assigned them to his most capable manager. Not surprisingly, this group surpassed its already ambitious target. Equally unsurprising was what happened to a group of low producers assigned to the company's least capable manager. Their performance declined even further. But what happened to the group of average agents assigned to an average manager? That group increased its productivity by a higher percentage than the top group, because the manager refused to consider herself, or her agents, less capable than the superstars. (This article is a part of the Best of HBR series, publ. in 1969). |
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