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Set up to fail: how bosses create their own poor performers

Author: Manzoni, Jean-François ; Barsoux, Jean-LouisINSEAD Area: Accounting and Control ; Organisational Behaviour Series: Working Paper ; 96/90/AC/OB Publisher: Fontainebleau : INSEAD, 1996.Language: EnglishDescription: 35 p.Type of document: INSEAD Working Paper Online Access: Click here Abstract: This paper explores how managers behave differently towards perceived higher and lower performers - and how a manager's expectations of subordinate performance tend to get acted out by the subordinates. It focuses particularly on the way boss behavior "lower performers", while intended to increase performance, often ends up discouraging and alienating these subordinates. The boss and perceived lower performer become entrapped in a vicious circle which is costly for the bosses, the subordinates, team and the wider organization. The paper considers how to recognize such a dynamic and how to break out of the vicious circle
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This paper explores how managers behave differently towards perceived higher and lower performers - and how a manager's expectations of subordinate performance tend to get acted out by the subordinates. It focuses particularly on the way boss behavior "lower performers", while intended to increase performance, often ends up discouraging and alienating these subordinates. The boss and perceived lower performer become entrapped in a vicious circle which is costly for the bosses, the subordinates, team and the wider organization. The paper considers how to recognize such a dynamic and how to break out of the vicious circle

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