Managing the Invisible Hand of Expectations

Abstract

All managers develop unique expectations regarding the performance and development of each of their subordinates. Because little conscious and structured attention is often paid to these expectations, their impact may be capricious at best. This article examines the power of these expectations, their origins, and the dynamics of their influence as drivers of outcomes. Managers are also offered a framework for use in the examination of these expectations with an eye toward making them more accurate, appropriate, and effective.