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Seven past field-experimental attempts to produce Pygmalion effects by training managers yielded meager results (Eden et al, 2000). The present effort bolstered the Pygmalion approach with special emphasis on means efficacy, defined as belief in the utility of the tools available for performing a job. Six randomly assigned anti-aircraft gunnery instructors received a one-day Pygmalion workshop with special emphasis on self-efficacy and means efficacy before beginning instruction in a new round of a course; eight control instructors received an interpersonal communication workshop. The trainees of the experimental instructors reported higher self-efficacy, means efficacy, and motivation, and obtained higher scores on written examinations and on performance tests than did the trainees of the control instructors. This is the first true-experimental confirmation of the effectiveness of Pygmalion training among instructors of adults and the first replication of the means-efficacy findings.

Pygmalion and charisma are mutually compatible leadership constructs that beg integration. They share some basic assumptions about human nature, about how leaders lead, and about how they could lead more effectively. Nevertheless, for the most part these constructs are discussed in disparate academic literatures. The present treatise integrates these somewhat divergent yet partially overlapping approaches to leadership and management. The differences between Pygmalion and charismatic leadership, and the commonalities that they share, are explicated. The aim is to understand better how leaders affect followers and how they can exert their influence with greater effectiveness. Some ideas for further research and for more effective management practice based on integration of Pygmalion and charisma constructs are presented. The result is a description of “charismatic Pygmalion,” an integrated management style that embodies both leadership constructs.

The purpose of this study was to theorize and examine a Pygmalion perspective in how leader and coworker expectations predict in-role and ex-role employee green behavior (EGB).

Using a time-lagged field study, data were collected from a sample of 71 leaders and 340 members to examine the hypothesized relationships with a multilevel model (group level and individual level).

The results showed that leader green behavior and self-efficacy for EGB (i.e. the Pygmalion process) mediate the relationship between leader expectations and EGB, while self-efficacy mediates the relationship between coworker expectations and EGB. In addition, this study found that the effect of coworker expectations and EGB via self-efficacy is stronger when leaders themselves demonstrate a higher level of green behavior.

This study also aims to provide a multilevel theory and investigates the interplay between multilevel variables in encouraging EGB. It also extends previous EGB literature through investigating a different process (i.e. the Pygmalion process) relating leader expectations for EGB to EGB. Moreover, this study develops implications of Pygmalion process on EGB from theoretical and practical perspectives.

The aim of this study is to systematically review the scholarly literature on the self-fulfilling prophecy and identify the theoretical and methodological gaps in the literature as a foundation to encourage future research.

To develop a theoretical framework for self-fulfilling prophecy research, each empirical article published in a peer-reviewed journal from January 2001 to October 2022 was retrieved using EBSCO’s Business Source Premier database. The keywords “self-fulfilling prophecy,” “Galatea effect,” “Golem effect” and “Pygmalion effect” were used in the Abstract of articles to conduct this literature review.

The authors developed a 2 × 2 framework that distinguishes self-fulfilling prophecies based on whether they are initiated internally or externally and whether positive or negative outcomes result. The authors then introduce what we label the Eyeore effect. The resulting framework helps identify the need for more research on the golem, Galatea and Eyeore effect.

This review is limited because the authors only reviewed peer-reviewed empirical articles in the English language.

This work provides a meaningful framework to synthesize the types of self-fulfilling prophecies and systematically reviews the state of the literature, as a springboard to identify and encourage fruitful areas of future research.

Aims to answer the questions: What is the Pygmalion effect? How can it be used to advance careers? How can the negative effect be broken? Uses Rosenthal′s four‐factor theory to provide some answers to those questions.

A leader's job is not to put greatness into people, but rather to recognize that it already exists and to create an environment where that greatness can emerge and grow (Smith, 2014). Based on Brad Smith's quote, the purpose of this study is to investigate the role of the leader's expectations, leader-member exchange (LMX) and organizational climate for innovation in fostering the intrapreneurial behavior (IB) of employees.

Data were collected from employees and their supervisors working across industries such as pharmaceutical, chemical, engineering and manufacturing. Collected data were then analyzed using the structural equation modeling technique.

The authors’ results show that LMX and leaders' expectations are positively linked to employees' IB. Moreover, this association is mediated by organizational climate.

This study's findings contribute to the literature on intrapreneurship and may also help practitioners formulate interventions to foster IB in organizations that will ultimately lead to higher performance.

This study attempted to investigate the effect of LMX and the Pygmalion effect on IB through employees' perception of organizational climate for innovation. The literature in this field is scarce and theoretical development is weak because traditional collaborative or participative leadership approaches are more relevant to an outcome than innovation.

This paper focuses on the orientation of the economy expressed in the communication of the Central Economic Work Conference (CEWC) of China and its relation with the stock market. This study seeks to explore which orientation of the economy may have a stronger impact on the rise of the stock market. It proposes words connoting orientation of the economy (WOE) that is closely related to the stock market, and different WOE has different impacts on the stock market in terms of intensity. The study aims to provide investors with better investment strategies by identifying the stronger developmental WOE.

The paper opted for an exploratory study using the textual analysis approach, based on a corpus of 28 CEWC communications spanning from 1994 to 2021. The raw corpus amounted to 50,754 words in total that are treated with noise reduction method and record an effective corpus of 39,591.

The paper provides empirical insights into the close relationship of the WOE of the CEWC to the stock market, and different WOE has different impacts on the stock market in terms of intensity. It suggests that WOE connoting development may forecast a rising stock market if it is nearly 40% higher than the other two WOEs by impact index.

As WOE is only proven in the CEWC, this paper has its limitations in the scope of samples. It is necessary to apply WOE to more Central Bank communication (CBC) and countries. It is desirable to apply the Gunning–Fog index.

The paper includes implications for investors to read out the orientation of the economy and the degree of different WOEs. Investors are keener to know “what” degree of the CEWC leads to the rise/fall of the stock market. The impact index can be an indicator of a tendency of the stock market, which upgrades the rationality of investment decisions.

This paper fulfills words connoting the orientation of economy as an identified linguistic feature, which the impact of CEWC on stockmarket can be measured.

Previous academic research studies mostly focus on the impact on stock market from the language features of CBC, rather than that from the more influential body, CEWC communication. This study seeks to provide the relationship of CEWC communication and the time length of the impact on the stock prices.

As a typical creative behavior, creative process engagement (CPE) has received increased attention in recent years. Leadership behaviors such as leader–member exchange (LMX) and leader creativity expectations (LCE) have been found as two key predictive factors of CPE. However, the mechanism underlying this relationship is not well understood. This study aims to clarify how LMX influences follower CPE by considering the interplay among LCE, decision autonomy and task interdependence from an interactionist perspective.

Using a sample of 371 leader–employee dyads from eight enterprises in mainland China, this study conducts a hierarchical regression analysis to test the hypotheses for the proposed model.

Results reveal that the significant two- and three-way interactions where LCE, decision autonomy and task interdependence moderate the relationship between LMX and follower CPE. The relationship between LMX and follower CPE is not significant as expected, but the moderating role of LCE is positive and significant, and the relationship is strongest when conducted with either low task interdependence or high decision autonomy.

Different from previous research that only investigated one certain leadership factor’ effect on employees' innovative behaviors, this study comprehensively considered the combined influence of two related but significantly different connotation leadership factors on follower CPE and found the contingency effect of LCE on the relationship between LMX and follower CPE. Furthermore, the authors found the regional effectiveness of the leadership factor. The effect of leadership factors on follower CPE varies under the influence of different job characteristics, and is conducive to enrich the interactionist view on follower CPE.

Morality is primarily a system of values, meanings, convictions, beliefs, principles, and drivers of good behavior and good outcomes in any organization. Using systems thinking concepts and applications introduced and developed during the last 50 years or so by various scholars from MIT, Stanford, and Wharton, such as Chris Argyris, Russell Ackoff, G. K. Forrester, Peter Senge, Stephen Covey, and Jim Collins, this chapter seeks to explore various past and contemporary market systems and challenges in terms of specific inputs, processes, and outputs. Systems thinking reckons everything in the cosmos (usually classified as subjects, objects, properties, and events) as a system (composed of two or more interactive parts with individual and interactive effects) that is connected to every other system in the universe. Various systems thinking laws and archetypes that have been developed thus far by systems thinkers will be introduced in order to identify basic patterns, structures, and constraints of human thinking and reasoning that create market phenomena. The academic and managerial challenge is to identify, explore, and capitalize such nonobvious connections for creating and developing new markets and corporate growth opportunities in the highly turbulent markets of today. In a globalized, digitized, and networked planet and universe, systems thinking is a very effective tool for analyzing turbulent market systems holistically and in an inclusive and integrated manner, with their specific inputs, processes, and outcomes. Several contemporary market cases will be included to illustrate the contents of this chapter.