I´m still tremendously inspired by my time at the Ross School of Business in December 2017. Today, I´d like to share with you one of the teachings of Professor Bob Quinn (I´ve posted about his fabulous book Lift before). At one point during the training, Bob introduced us to what he calls the Leadership Value Chain. It´s a model of how (top) management´s mindsets, belief systems and values influence their behavior, which in turn influences organizational values and climate, which ultimately shape peoples´ engagement, and, at the end (and beginning) of the day, their behavior:
One of the framework´s assumptions is that change at higher levels can be blocked or at least diluted by stagnation at the deeper levels. Thus, any (hierarchical) organization will fundamentally change if, and only if there´s a change at the level of leadership values and behaviors.
This got me thinking again about self-fulfilling prophecies and the Pygmalion Effect, whereby performance (e.g., of employees and students) can be positively influenced by the expectations of others. It does make a difference if leaders believe their people:
- are intrinsically motivated (vs. being driving by external rewards);
- can learn almost anything under the right conditions in the presence of the right teacher (vs. being more or less limited to their status quo);
- want to contribute to a higher purpose (vs. being mostly self-serving).
When leaders´ mindsets are shaped by the ideas on the left, they will act accordingly. When they adhere to the conceptions on the right, they will also act accordingly. Yet, the results will be different.
The left side will lead to optimistic, trusting and, thus, empowering leadership behavior, the right side to pessimistic, mistrusting and thus, controlling leadership behavior. People will adjust accordingly, either by being engaged, inquisitive, and entrepreneurial – or disengaged, unwilling to learn, and small-minded. This, in turn, will fortify their leaders´idea of men, either way. Thus, the self-fulfilling prophecy is fulfilled.
Now, here´s a funny thing about the Pygmalion Effect: Research has demonstrated it can (by and large) not be faked. Either you believe “people are good” – or you don´t. You cannot “believe that you believe”. Which leaves us with the following conclusion:
If you want people to change for the better, you better become a better version of yourself first.
6 thoughts on “Pygmalion and the Leadership Value Chain”
Excellent piece. It is simple and straight to the point. The best leaders truly are those that inspire us by believing that we are good. Those are the leaders that in my experience do not try to place their grudges on those who they lead. While the leaders who want to share their vision and passion allow us to succeed.