Implanting Pygmalion Leadership Style through workshop training: Seven field experiments

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.