Manager training ih Pygmalion Leadership Style (PLS) was evaluated in seven
held experiments. PLS is manager behavior that conveys high performance ex
pectations to subordinates, creates a supportive climate, and attributes su
bordinate successes to stable, internal causes. The training workshop was d
eveloped across the seven experiments from a one-day familiarization experi
ence to a three-day program that included learning Pygmalion concepts, skil
l-practice exercises, planning implementation, and follow-up sessions. In a
ll seven experiments, questionnaires measured leader and follower perceptio
ns: in three, performance data were also analyzed. There was little evidenc
e that the workshops influenced leaders or followers. Meta-analysis of 61 e
ffects in the seven experiments yielded a small mean effect size (r = .13,
p < .01). The contrast between this small effect and the medium-to-large ef
fect produced by previous Pygmalion experiments is discussed in terms of th
e efficacy-effectiveness distinction. Ideas for improving attempts to get m
anagers to be Pygmalions are discussed.