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ADVANCE Outlook: Lab Professionals

Expecting More From Employees

Published December 7, 2007 1:00 PM by Matthew T. Patton

In May 2004, I wrote an editorial about the Pygmalion effect, a phenomenon of the self-fulfilling prophecy ilk whereby increasing a leader's expectations of subordinates' performance actually improves that performance. This begs the question: Is it that leaders implicitly expect more from subordinates who demonstrate more potential, or does having that expectation about anyone create the prophecy and motivate the fulfillment?

Leaders who expect more from their subordinates tend to be considered better teachers, tend to push their employees to their limits more often and tend to have higher expectations. That environment creates the opportunity for employees to flourish and to perform at a higher level. Do we work harder to meet higher expectations when others expect more from us?

By considering this phenomenon, are we, to use a cliché, "placing the cart before the horse?" In other words, is that greater level of performance mysteriously inspired by the expectations of a leader; or do leaders have an innate ability to identify potential, and do leaders then hold higher expectations for those individuals who they believe have greater potential?

For me, this raises the question of how the Pygmalion effect is realized in work settings. If, as I imagine, leaders devote more resources to individuals whom they believe have greater potential, how blatantly obvious is the lack of their own resources they provide to those whom they do not expect to perform well?

How many cases of discrimination (racial, gender, ethnic, religious, sexual orientation) arise because of measurable and observable differences in how a leader treats a subordinate because of perceived differences and commonly held stereotypes about the "them" group (a group of which one is not a member)?

How do we coach leaders to hold high expectations for everyone, and to discard their knowledge of stereotypes and their own biases and prejudices so as not to have lower expectations of others that could be realized through their treatment of those individuals?

posted by Matthew T. Patton
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3 comments
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The Pygmalion effect or Rosenthal effect as it is referred to by some, is somewhat of a self-fulfilling prophecy.  It is not simply that leaders recognize potential and nurture it. But, as Michael points out, a good leader will cultivate, encourage and develop even staff who dont show a blatant promise to succeed.

The Pygmalion effect is also called in sociology "Teacher Expectancy Effect" because many studies show students internalize their teacher's opinions and expectations and perform as expected-good or bad. This same effect is also  observed when mentors and superiors make it clear that they expect the best-or worse. It's more than pushing individuals to do their best , it's creating the climate, expectations and tools for success.

It's a remarkable phenomenon I have observed time and again : merely creating a climate of positive expectancy often results in positive outcomes.
Glen McDaniel December 15, 2007 6:20 PM

I have noticed that all to often, many leaders are insecure in their role at an organization. Some choose to seek potential in those who have no chance in a million at ever rising through the ranks of laboratory leadership.

Some choose those who hold little potential for advancement but are very good at a select few tasks that are easy to delegate and prioritize. Other seeks those who have no desire for advancement but will accept any amount of extra work directed towards them in an attempt to minimize the mountain of reponsibility from the leaders plate. Still, there are those who will mentor, but will only give those with real potential only as much as the leader "wants" them to know... without "all" of the tools, how could they be a true threat to the leader??

True coaching of leaders in an attempt to help them recognize true potential across the board in all subordinates involves developing a trainng tool that helps current leaders dismiss their insecurities and be willing to pass the tools necessary to light the torch for the next batch of emergent leaders in the organization...
Michael Todd, Clinical Lab - Diagnostics Manager, Children's Healthcare of Atlanta December 13, 2007 8:31 PM
Atlanta GA

I've found that working in the Public Health laboratory arena, the opposite often happens, especially with employees that have worked here for many years. Most of the time they resent the intrusion of added responsibilities or tasks. They are set in their daily routines and resist any change.

These are employees that are waiting to retire and know that their job is secure no matter how slow or how little they work.
Julie, Immunology - Supervisor, Public Health Lab December 11, 2007 9:53 AM

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