In leadership, you get what you expect

"Known as Theory X and Theory Y, McGregor's framework built on Abraham Maslow's work on employee self-actualization, and it quickly became one of the foundational texts of modern management thinking. In McGregor's theory, leaders fall into two camps. Theory X managers assume that employees are inherently lazy, need constant supervision, and would rather coast along than contribute. Theory Y managers, by contrast, see employees as self-motivated, responsible, and capable of growth if given the right environment."

"What McGregor was tapping into was the fact that certain beliefs have an uncanny way of turning into real, measurable effects on human behavior. Whether it's placebo studies in medicine or examining how teachers' expectations impact classroom performance, the science is unambiguous about how far-reaching effects simple expectations can have. The psychology behind high expectations Psychologists were among the first to observe and take note of the feedback loops that expectations set off."

Douglas McGregor's Theory X and Theory Y classify managers by their beliefs about employees: Theory X views workers as lazy and in need of control, while Theory Y views them as self-motivated and capable of growth. Managerial expectations commonly produce matching employee behavior, creating self-fulfilling outcomes regardless of initial hiring. Psychological research, including placebo studies and classroom experiments, demonstrates that simple expectations trigger feedback loops that change how authorities treat people and how people respond. The Rosenthal and Jacobson 1968 classroom study showed that teacher belief in students' potential led to more encouragement, challenge, and measurable academic gains.

Read at Fast Company