Effect of Target's Sex on Manipulations of Self-Fulfilling Prophecy

Facilitating the Pygmalion effect: The overlooked role of subordinate perceptions of the leader

“…Johanson (1999) suggested that there are two important steps between leadership expectations and subordinate's performance. First, it is necessary that the subordinate correctly interprets the expectations of the leader; and second, employees, ‘must internalize those expectations which are expressed as matching self‐expectations’ (Johanson, 1999, p. 415). While it is acknowledged that there is a plethora of research regarding the direct relationship between supportive leadership behaviours and improved employee performance (Gerstner & Day, 1997; Goodman, Wood, & Hendrickx, 2004; Kluger & DeNesi, 1996; Vecchio, Justin, & Pearce, 2010), we believe that focusing on how this path operates, via target interpretations of leader efforts, significantly extends current knowledge in this area.…”

“…Johanson (1999) suggested that there are two important steps between leadership expectations and subordinate's performance. First, it is necessary that the subordinate correctly interprets the expectations of the leader; and second, employees, ‘must internalize those expectations which are expressed as matching self‐expectations’ (Johanson, 1999, p. 415).…”

Stereotypes and Behavioral Confirmation: From Interpersonal to Intergroup Perspectives

“…In line with this analysis, Maddon, Jussim, and Eccles (1997) have shown that disadvantaged groups such as African-Americans and people low in socioeconomic status (SES) were most vulnerable to stereotype confirmation. Similarly, women are more vulnerable to stereotype confirmation than men (Christensen & Rosenthal, 1982;Johanson, 1999;Snyder & Oyamot, 2001) and less likely to induce it (Dvir, Eden, & Banjo, 1995). This evidence suggests indeed that disadvantaged groups are more vulnerable to behavioral confirmation when they are in contact with members of an advantaged group.…”

Shaping employee green behavior: a multilevel approach with Pygmalion effect

“…The Pygmalion effect occurs when an individual (sender) shows expectations regarding another individual's (target's) behaviors or performance. Johanson (1999) further suggests that there are two important steps in this Pygmalion effect: (1) those perceivers' expectations are correctly delivered and communicated to the targets, (2) the targets accept, absorb and internalize those expectations which are expressed as matching self-concepts, and then modify their behaviors toward those expectations.…”