Implanting pygmalion leadership style through workshop training: Seven field experiments

By D. Eden, Dvora Geller, Abigail H. Gewirtz, Ranit Gordon-Terner, Irit Inbar, M. Liberman, Yaffa Pass, Iris Salomon-Segev, Moriah Shalit. 2000

97 citations recorded by the source corpus.

Subfields: Applied Psychology, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/c2a2290c43d8b3fe8941ff42fb66754160dbde60

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Applied Psychology

1. Bruce J. Avolio
2. Fred Walumbwa
3. S. Hannah
4. R. Lord
5. R. Reichard
6. Fred Luthans
7. T. Judge
8. Chris Stride

In Organizational Behavior and Human Resource Management

1. Fred Walumbwa
2. Bruce J. Avolio
3. S. Hannah
4. John Antonakis
5. R. Lord
6. T. Judge
7. Fred Luthans
8. Gilad Chen

Citations in the corpus

• A meta-analytic review of leadership impact research: Experimental and quasi-experimental studies (2009, background): “Speci fi cally, we know that Pygmalion research explicitly sets out to manipulate how participants think about the expectations set by the leader within the experiment (Eden et al., 2000).”
• Boundary Conditions of the Galatea Effect: A Field Experiment and Constructive Replication (2004, methodology): “Therefore, researchers have advised that those conducting future self-fulfilling prophecy research seek to understand these boundary conditions, their effects, and how they might be overcome (Eden et al., 2000; White & Locke, 2000).”
• The Pygmalion Process and Employee Creativity (2004, background): “Past Pygmalion studies had inferred that employees acknowledged and interpreted their supervisor’s action in a manner influential to self-efficacy, but had not confirmed that this perception was present (Eden et al., 2000).”
• Pygmalion and Employee Learning: The Role of Leader Behaviors (2009, background): “These findings can be helpful when constructing training programs for leaders (Eden, 1990, 1992) and for improving the effectiveness of Pygmalion training (Eden et al., 2000).”
• Leadership Processes and Follower Self-identity (2003, background): “Similarly, practical leadership-training interventions have focused strictly on leader attitudes and behaviors (e.g., Barling, Weber, & Kelloway, 1996; Dvir et al., 2002; Eden et al., 2000).”
• Training and development of human resources at work: Is the state of our science strong? (2007, background): “In addition, research on the Pygmalion leadership style has shown across a variety of employment settings that training interventions directed at boosting leaders' expectations of followers transferred well when leaders were unaware of their followers' true (and often quite average) level of compete”
• Can Charisma Be Taught? Tests of Two Interventions (2011, background): “Theoretically, these strategies are catalysts of motivation (Eden et al., 2000; Eden, 1988; Locke & Latham, 2002) and increase self-efficacy belief (Bandura, 1977; Shamir et al., 1993).”
• Validation of a New General Self-Efficacy Scale (2001, methodology): “The Hebrew version of the SGSE scale had been used in previous research (e.g., Eden & Aviram, 1993; Eden et al., 2000; Eden & Kinnar, 1991; Eden & Zuk, 1995).”
• Estimating Effect Sizes From Pretest-Posttest-Control Group Designs (2008, unknown): “…Leritz, & Mumford, 2004; P. J. Taylor, Russ-Eft, & Chan, 2005; Woehr & Huffcutt, 1994), leadership development programs (Collins & Holton, 2004; Eden et al., 2000; McNatt, 2000; Niemiec, Sikorski, Clark, & Walberg, 1992), performance management systems (Guzzo, Jette, & Katzell, 1985; Kluger &…”