{"id":{"repo_id":"wku-diss","oai_identifier":"oai:digitalcommons.wku.edu:theses-1710"},"canonical_url":"https://search.dev.ndltd.org/etd/wku-diss/oai:digitalcommons.wku.edu:theses-1710","repository":{"repo_id":"wku-diss","name":"Western Kentucky University","base_url":"https://digitalcommons.wku.edu/do/oai/"},"display":{"title":"The Upward Pygmalion Effect in the Organization","abstract":"This study examined the upward Pygmalion effect from the subordinate to the supervisor. One hundred and sixty-one undergraduate participants assumed the role of a supervisor and were randomly assigned to one of nine experimental conditions representing different levels of expectations and performance feedback. Participants then completed questionnaires designed to measure self-efficacy and the performance effort level of the supervisor. The result of the study failed to support the hypotheses that positive subordinate expectations would improve supervisors' self-efficacy level and that negative subordinate expectations would have little impact on supervisors' self-efficacy level, but succeeded in supporting the hypothesis that supervisors' performance effort level is unlikely to be influenced by subordinate expectation feedback. Explanations for the result of the study were explored.","abstract_html":"This study examined the upward Pygmalion effect from the subordinate to the supervisor. One hundred and sixty-one undergraduate participants assumed the role of a supervisor and were randomly assigned to one of nine experimental conditions representing different levels of expectations and performance feedback. Participants then completed questionnaires designed to measure self-efficacy and the performance effort level of the supervisor. The result of the study failed to support the hypotheses that positive subordinate expectations would improve supervisors' self-efficacy level and that negative subordinate expectations would have little impact on supervisors' self-efficacy level, but succeeded in supporting the hypothesis that supervisors' performance effort level is unlikely to be influenced by subordinate expectation feedback. Explanations for the result of the study were explored.","abstract_has_math":false,"creators":["Wang, Lei"],"institution":null,"degree_name":"Master of Arts","degree_level":null,"degree_discipline":"Department of Psychology","degree_department":null,"school":null,"contributors":[],"advisors":[],"committee_chairs":[],"committee_members":[],"year":2000,"date_issued":"2000-07-01T07:00:00Z","date_published":"2000-07-01T07:00:00Z","updated_at":"2026-07-24T06:07:42Z","subjects":["Industrial and Organizational Psychology"],"languages":[],"rights":[],"rights_urls":[],"identifier_entries":[]},"links":{"outbound_url":"https://digitalcommons.wku.edu/theses/707","outbound_label":"Repository record","outbound_source":"dc:identifier"},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:creator","label":"Author","values":["Wang, Lei"]}]},{"id":"academic_context","label":"Academic Context","entries":[{"key":"dc:type","label":"Dc Type","values":["Thesis"]},{"key":"thesis:degree_discipline","label":"Discipline","values":["Department of Psychology"]},{"key":"thesis:degree_name","label":"Degree Name","values":["Master of Arts"]}]},{"id":"subjects_keywords","label":"Subjects and Keywords","entries":[{"key":"dc:subject","label":"Dc Subject","values":["Industrial and Organizational Psychology"]}]},{"id":"identifiers","label":"Identifiers","entries":[{"key":"dc:identifier","label":"Identifier","values":["https://digitalcommons.wku.edu/theses/707"]}]},{"id":"additional","label":"Additional Metadata","entries":[{"key":"dc:description.abstract","label":"Abstract","values":["This study examined the upward Pygmalion effect from the subordinate to the supervisor. One hundred and sixty-one undergraduate participants assumed the role of a supervisor and were randomly assigned to one of nine experimental conditions representing different levels of expectations and performance feedback. Participants then completed questionnaires designed to measure self-efficacy and the performance effort level of the supervisor. The result of the study failed to support the hypotheses that positive subordinate expectations would improve supervisors' self-efficacy level and that negative subordinate expectations would have little impact on supervisors' self-efficacy level, but succeeded in supporting the hypothesis that supervisors' performance effort level is unlikely to be influenced by subordinate expectation feedback. Explanations for the result of the study were explored."]},{"key":"dc:title","label":"Title","values":["The Upward Pygmalion Effect in the Organization"]}]}],"canonical_facts":{"dc:creator":["Wang, Lei"],"dc:description.abstract":["This study examined the upward Pygmalion effect from the subordinate to the supervisor. One hundred and sixty-one undergraduate participants assumed the role of a supervisor and were randomly assigned to one of nine experimental conditions representing different levels of expectations and performance feedback. Participants then completed questionnaires designed to measure self-efficacy and the performance effort level of the supervisor. The result of the study failed to support the hypotheses that positive subordinate expectations would improve supervisors' self-efficacy level and that negative subordinate expectations would have little impact on supervisors' self-efficacy level, but succeeded in supporting the hypothesis that supervisors' performance effort level is unlikely to be influenced by subordinate expectation feedback. Explanations for the result of the study were explored."],"dc:identifier":["https://digitalcommons.wku.edu/theses/707"],"dc:subject":["Industrial and Organizational Psychology"],"dc:title":["The Upward Pygmalion Effect in the Organization"],"dc:type":["Thesis"],"thesis:degree_discipline":["Department of Psychology"],"thesis:degree_name":["Master of Arts"]},"updated_at":"2026-07-24T06:07:42Z"}