A study on the effects of leader-expectancy and self-expectancy on work performance

• Main Authors: Tsai Meng Hua, 蔡孟樺
• Other Authors: Liao Hai Yuan
• Format: Others
• Language: zh-TW
• Published: 2002
• Online Access: http://ndltd.ncl.edu.tw/handle/10597194277950793709

碩士 === 義守大學 === 工業管理學系 === 90 === This research is based on the theory of Pygmalion effect (also called self- fulfilling prophecy) to understand how leader’s and worker’s expectancy or belief influence work performance. Its main hypothesis is that worker’s personal characteristics (ex. age, sex, educational level, etc) will influence leader’s expectancy and subsequently that may also affect leader’s behavior. As such the leader’s behavior will be an important determinant to worker’s self-expectancy in the future. The higher expectancy a leader has on a worker, the higher self-expectancy a worker will have. However, the high self-expectancy will result in high work performance. This study focuses on the relationships among personal characteristics, leader’s expectancy, subordinate’s expectancy, and work performance. For collecting data a questionnaire survey is designed and 10 leading industrial and business companies reported by Taiwan’s Common Wealth magazine in 2001 are selected and studied. This questionnaire consists of four dimensions such as personal characteristics, leader’s expectancy, worker’s expectancy, and work performance. Finally, a SPSS statistics package is used to analysis the collected survey data. The analysis methods include reliability analysis, factor analysis, ANOVA analysis, descriptive correlations, and regressions. The research results show that such personal characteristics as sex, education, seniority, company type, and position have significant differentiation toward leader’s expectancy, and such personal characteristics as age, company type, and vocation have significant differentiation toward worker’s self-expectancy. Besides, worker’s self-expectancy and work performance are found to have a significant influence on each other. Finally, it is found that leader’s expectancy and worker’s self-expectancy have no significant interactive influence on work performance. These results can be used as suggestions and references for industries, future research, leaders and workers.