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Inside the golem effect: how bosses can kill their subordinates' motivation

Author: Manzoni, Jean-François ; Barsoux, Jean-LouisINSEAD Area: Organisational Behaviour Series: Working Paper ; 98/03/AC/OB Publisher: Fontainebleau : INSEAD, 1998.Language: EnglishDescription: 19 p.Type of document: INSEAD Working Paper Online Access: Click here Abstract: Managers are under increasing pressure to produce results. They therefore have to get the best out of those who report to them. But in their attempts to do so, they can unwittingly alienate those they regard as less good performers. Managers cannot afford to do this; not just because it diminishes unit performance, but also because it harms their organizational reputation as coaches. Moreover it can cause considerable distress, both to those on the receiving end and to the frustrated manager. Our aim in this article is to map out the process through which managers sometimes contribute to the poor performance of their own subordinates. Our observations draw on intensive research in Fortune 100 companies that examined the causal relationship between leadership style and subordinate performance. These findings are supported by systematic surveys of 850 executives attending development programs at Insead over three years
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Managers are under increasing pressure to produce results. They therefore have to get the best out of those who report to them. But in their attempts to do so, they can unwittingly alienate those they regard as less good performers. Managers cannot afford to do this; not just because it diminishes unit performance, but also because it harms their organizational reputation as coaches. Moreover it can cause considerable distress, both to those on the receiving end and to the frustrated manager. Our aim in this article is to map out the process through which managers sometimes contribute to the poor performance of their own subordinates. Our observations draw on intensive research in Fortune 100 companies that examined the causal relationship between leadership style and subordinate performance. These findings are supported by systematic surveys of 850 executives attending development programs at Insead over three years

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