Answer 2

For decades, experts have recommended self-fulfilling prophecy as a management tool.

Psychological experiments have consistently demonstrated that participants with high
expectations by researchers at the start of the trial performed better than those with low
expectations. (Korman, 1971).
High expectations by itself will not lead to better results. As per the Self-Fulfilling Prophecy
Model at Work (Eden, 1992), Managers who expect high performance from their subordinates
show leadership behaviors that motivate their employees and constantly provide positive
feedback. Due to this, the subordinate's belief in themselves increases and creates high self-
expectations and self-efficacy. Simultaneously the associates have more resources due to the
assistance of the managers. This leads to the further success of the subordinates as they work
more effectively and meet the high expectations that their bosses first set for them.
However, the self-fulfilling prophesy can have a negative impact on the individual's performance
if the leader has low expectations from the subordinate, which in turn can lead to poor
performance. In such a scenario, the leader is less likely to encourage or aid the work of
assistants. This is called the Golem Effect, the opposite of the Pygmalion Effect. Such
carelessness and lack of help can lead to demotivation and negatively impact the employee's
productivity.
Finally, expectations should be high but realistic and doable, as goal-setting theory suggests.
(Locke and Latham, 2002) You will need more than just dreaming big to achieve it. When
expectations are too high or irrational, a person's self-confidence and persistence are destroyed.
Self-fulfilling prophecies are a promising strategy for dealing with ourselves and those around
us. If you expect more, you will receive more. Such expectations should be built into the leader-
member relationship and the organization's training and development program.
Let's use an example to demonstrate these points. Mathew Thomas is working as a recruiter in a
recruitment agency under the leadership of David Smith. David can use a self-fulfilling prophecy
and enhance Mathew's performance by doing the following:
1. David can set high and realistic expectations for Mathew while conveying his confidence
in Mathew's ability as a recruiter. He can do so by defining goals like Turnaround Time
(TAT), Expected positions closed each month, Source mix used, etc. This can motivate
Mathew to work harder to meet or surpass those expectations.
2. A pat for a job well done is always motivating, and thus David should appreciate
Mathew's efforts and triumphs. This can be when a client is happy with the closures or
when Mathew closes a critical or urgent position within the timeline. This favorable
feedback confirms Mathew's conviction in his abilities and inspires him to continue
performing at a high level.
3. David should give Mathew opportunities for professional growth and development.
Attending relevant training programs, conferences, or workshops that would improve
Mathew's abilities and expertise as a recruiter could be part of this. David demonstrates
that he believes in Mathew's potential and is willing to help his development by investing
in his progress.
4. In addition to giving Mathew praise when he needs it, David must also offer him
constructive criticism. These comments should be focused on specific areas for
development and presented helpfully and encouragingly. David can assist Mathew in
developing professionally by providing advice on how to improve his performance.
All of this will, in turn, lead Mathew to have high self-expectations and self-efficacy, leading to
his career enhancement and growth.
References:
Korman, A.K. (1971). Expectancies as determinants of performance. Journal of Applied
Psychology, 55, 218-222.
Eden, D. (1992). Leadership and expectations: Pygmalion effects and other self-fulfilling
prophecies in organizations. Leadership Quarterly, 3, 271-305.
Locke, E.A., & Latham, G.P. (2002). Building a practical theory of goal setting and task
motivation: A 35-year odyssey. American Psychologist, 57, 705–717.